Executive Education: OPEN PROGRAMMES 2010-2011

EXECUTIVE EDUCATION
OPEN PROGRAMMES 2010-2011
Welcome!
ndia has weathered the recent global downturn pretty well. While the domestic oriented industries were not significantly affected by the upheavals in international markets, the export oriented industries did go through a period of instability. Now, the Indian industries, whether they cater to the domestic markets or international markets, have put the negative sentiments behind, and are expected to grow at very healthy rates. However, growth brings its own challenges. One key challenge is related to the availability of personnel with adequate competencies to take on emerging roles in growing organizations. For the Indian Institute of Management Bangalore (IIMB), this provides an excellent opportunity to partner with industry to develop the managerial talent of executives in the industry to take on novel challenging roles and help their employers on to new trajectories of growth. IIMB offers a range of executive education programmes to cater to the needs of extremely busy executives who can spare limited time away from the pressing schedules. This brochure provides information on the short duration and long duration open executive education programmes that accept enrollments of individual executives, whether sponsored by their employer or not. The short duration open programmes offer participants an opportunity to learn the most current knowledge on specialized topics of their interest. The director for each programmes and the other faculty members who assist in the delivery of the programmes bring to bear their vast research and consulting experience to ensure that participants obtain the best possible contemporary inputs. The long duration programmes, scheduled in modules, offer participants from middle and senior levels in organizations, a general management education. The participants of the long duration programme also become part of the IIMB Alumni Association. It is our endeavor to ensure that our programmes maintain their distinctiveness by focusing on knowledge delivery, while also ensuring a comfortable out-of-class experience. They offer participants a unique opportunity to share experiences with peers from their own industry, and even from other industries, thus learning from each other. The bonds and networks that develop during the programmes are very valuable for the future. I invite you to peruse this brochure to identify programmes of your interest or of potential interest to others in your organizations. You may contact our Executive Education Office to enquire about nomination for a programme. If you have queries related to the contents of the programmes, you may contact the Programme Directors who will be happy to clarify your doubts. If you feel the need to customize any of the programme for the needs of your organization, we will be happy to explore the opportunity to deliver a programme that meets the specific needs. I hope you are prepared to make an investment in knowledge that will help you and your organization in your future journey. I look forward to your presence at IIMB as part of that journey.
Abhoy K.Ojha
Chairperson Executive Education
SHORT DURATION PROGRAMMES

Sl No. Title of the programme 1 2 3 4 5 6 7 8 9
Contents
Dates 16-20 Aug, 2010 6-9 Sept, 2010 6-8 Sept, 2010 13-17 Sept, 2010 27-29 Sept, 2010 18-22 Oct, 2010 25-28 Oct, 2010 8-10 Nov, 2010 13-16 Dec, 2010 Pg. No. 3 3 4 4 5 5 6 6 7 7 8 8 9 9 10 10 11 11 12 12 13 13 14 14 15 15 16 16 17 17 18 18 19 20
Programme Directors
FINANCE & CONTROL
Risk Management for Banks and Financial Institutions Strategic Cost Management Comprehensive Tax Management- A Holistic Approach Managing Risks and Contracts in Public Private Partnerships Finance for Decision making (For Non Finance Mangers) Demystifying Financial Derivatives Valuation and Value Based Management of Banks Risk Management of Commercial Contracts High Impact Leadership Human Capital Management Leadership Training for Software Professionals Managing Talent Managing People in Software Projects
MARKETING
Sankarshan Basu, M Jayadev M Jayadev, G Ramesh S Krishnamurthy S Krishnamurthy, Anil B.Suraj Padmini Srinivasan Sankarshan Basu, P G Apte M Jayadev S Krishnamurthy
LEADERSHIP / HRM
International Financial Reporting Standard (IFRS) for Small and Medium Entities (SMEs) Padmini Srinivasan, S Sundararajan
10 11 12 13 14
L Prasad, Vasanthi Srinivasan, Sourav Mukherji 21-23 June, 2010 V Anand Ram, Ranjit Das N M Agrawal N M Agrawal V Anand Ram S Raghunath, Anand Talwai S Ramesh Kumar S Raghunath D V R Seshadri S Ramesh Kumar Nagasimha Balakrishna Kanagal Y L R Moorthi
OPERATIONS /QUANTITATIVE METHODS
19-21 July, 2010 5-7 Aug, 2010 1-2 Oct, 2010 17-19 Jan, 2011 16-18 Aug, 2010 3-4 Sept, 2010 4-6 Oct, 2010 29 Nov-03 Dec, 2010 7-8 Jan, 2011 7-9 Feb, 2011 9-11 Feb, 2011 30 Aug -3 Sept, 2010 23-25 Aug, 2010 6-8 Sept, 2010 13-16 Sep, 2010 28-30 June, 2010 26-28 July, 2010 6-10 Sept, 2010 22-24 Nov, 2010 3-11 Jan, 2011 10-12 Jan, 2011 7-9 Feb, 2011 31 Jan-04 Feb, 2011 10-12 Feb, 2011
15 16 17 18 19 20 21
Creating and Growing Profit Pools in New Market Space Strategic Customer Focus Advanced Negotiation Advances in Business-to-Business Market Management (B2B Marketing) Marketing and Branding - A Three Pronged Approach Competitive Marketing Strategy Creative Marketing Strategic Sourcing and Supply Chain Management Six Sigma Green Belt Training Project Appraisal Competing Through Manufacturing Decision Making for Managerial Effectiveness Management Consulting:Acquiring and Retaining Clients Strategic Analysis for Competitive Advantage Strategic Leadership Programme for IT Companies: Embedding Strategic Thinking Doing Business in India Outsourcing Management: Creating Value through Collaboration General Management Programme for Film and TV Entertainment Professionals Reinvention through Entrepreneurial / Intrapreneurial Leadership (REIL) International Negotiating Skills
22 23 24 25
Jishnu Hazra, Devanath Tirupati U Dinesh Kumar V Ranganathan Pankaj Chandra, Devanath Tirupati
STRATEGY & GENERAL MANAGEMENT
26 27 28 29 30 31 32 33 34
L Prasad, Mukta Kulkarni, R S Bangari S Raghunath , D Ashok Ganesh N.Prabhu, P D Jose S Raghunath M V Rajeev Gowda, D V R Seshadri S Raghunath S Raghunath D V R Seshadri Alexandra Y.Benz
LONG DURATION PROGRAMMES

1 2 3 4 5 6
Executive General Management Programme (EGMP) Advanced Management Programme (AMP) General Management Programme for IT Executives (GMITE) Business Analytics and Intelligence (BAI) Advanced Financial Risk Management (AFRM) Certificate Programme in Competitive Marketing Strategy (CPCMS)
21 21 21 21 21 21
ABOUT IIMB
A 100-acre oasis in south Bangalore, the Indian Institute of Management Bangalore (IIMB), with its all-stone architecture, lush verdant woods and landscaped gardens provides an idyllic environment to engage in management studies, academics and learning. IIMB has world-class infrastructure that facilitates excellence in teaching, research, consulting and other professional activities. Located in Indias high technology capital, IIMB is in close proximity to some of the leading corporate houses in the country, ranging from information technology to consumer product companies, giving it the added advantage of integrating classroom knowledge with practical experience. Established in 1973, the Institute has since then built on its base of highly accomplished faculty, world class infrastructure and motivated student body to emerge as one of the premier institutes for management education and research promoting managerial excellence in the country. IIMB strives to achieve excellence
through partnerships with industry, and leading academic institutions, the world over. IIMBs mission is to build leaders through holistic, transformative and innovative education. The long-duration post-graduate programmes of the Institute comprise the flagship Post Graduate Programme in Management (PGP); the Post Graduate Programme in Software Enterprise Management (PGSEM); the Post Graduate Programme in Public Policy and Management (PGPPM); the one year full-time Executive Post Graduate Programme in Management (EPGP), and the Fellow Programme in Management (FPM), which is a doctoral programme. As such, IIMB offers courses relevant for each of the three segments of the managerial hierarchy. All these programmes are very highly rated and IIMB alumni occupy senior managerial and academic positions across the globe. Further, the Executive Education Programme (EEP) caters to a wide variety of organizations in
government, the public and private sectors and non-governmental organizations, with open and customized programmes ranging from two days to one year. The International Masters Programme in Practising Management (IMPM), an international collaborative executive education programme jointly offered by IIMB along with McGill University, Lancaster University, Renmin University, China and a consortium of Japanese universities is globally recognised as a major innovation in executive education. The N.S. Raghavan Centre for Entrepreneurial Learning (NSRCEL) at IIMB also offers courses for entrepreneurs and owners of family businesses. IIMB has always been a hub of innovative activity and is continuously on the lookout for opportunities to collaborate with the industry as well as other academic institutions the world over. Innovation and research at the Institute has been given a fillip with the establishment of Centres of Excellence in various areas ranging from Public Policy and
Corporate Governance to Insurance to Financial Markets and Risk Management. The N.S Raghavan Centre for Entrepreneurial Learning is a catalyst for entrepreneurial activity and a well-known incubation centre for startup ventures. A feature that sets apart IIMB from other B-schools is the carefully selected mix of students with diversity as a stated objective so that students can leverage from each others experience in addition to theoretical studies in the classroom, thereby creating a truly enriching learning experience. The Institute also has the largest Student Exchange Programme amongst all B-schools in India with several partner universities across North America, Europe and Australia. As the global business scenario gets increasingly complex and dynamic, IIMB prepares students to manage and lead in such dynamic business situations by providing a diverse and challenging environment where they can learn, grow and finally walk out, ready to lead and inspire
IIMB
EXECUTIVE EDUCATION PROGRAMMES
Executive Education Programmes Executive Education Programmes are designed to be the "Next Generation" programmes focusing on the development of managers in their jobs and their organizations. They help enhance competence in critical thinking analysis, decision making and communication in global business enviroment. They comprise of: Customised Programmes Meticulously designed, tailor-made in accordance with customer organisation requirement, at senior and middle level. As part of the programme, corporate executives study live challenges confronted by the company and generate solutions under the guidance of the IIMB faculty. IIMB has long term partnerships with several Indian and multi-national organizations in India as well as abroad. International Programmes The International Masters Programme in Practicing Management (IMPM) equips participants with conceptual and theoretical tools to understand processes, trends, economic relations and policy changes in national and international business environment. The Advanced Masters Programme in Management of Globally Distributed Work (AMPM) is an advanced management education programmes for executives, who as a part of their job, need to develop markets, sources, and manage business units around the globe. Open Programmes Open programmes are designed to improve effectiveness of practicing managers and meet the management development needs of those who are preparing to achieve senior management positions. Participants of these programmes get an opportunity to learn from the recent development and faculty research done on the particular topic. They also benefit immensely from networking in a congenial environment with peers from diverse industries and background.
Long Duration Open Programmes IIMB now conducts long duration programmes, which have gained popularity in the corporate world. They are: Executive General Management Programme (EGMP) Advanced Management Programme (AMP) General Management Programme for IT Executives (GMITE)
Short Duration Open Programmes A calendar of programmes ranging from 2-5 days are conducted all through the year. They are specialized programmes on recent thought provoking topics. The pedagogy adopted includes lectures, case studies supplemented by role-plays, group discussions and interactive classroom simulations.
IIMB continues to work hard towards achieving its vision of being one of the best Business Analytics and Intelligence (BAI) management schools in the world and adds value to the participants through world Advanced Financial Risk Management class faculty. The faculty members (AFRM) constantly strive to have a unique Certificate Programme in Competitive understanding of what it takes to make Marketing Strategy (CPCMS) businesses in the emerging markets All these are part-time certificate succeed. Executive education relies programmes for career enhancement exclusively on tenured IIMB faculty to run and growth, as it is meant for working its activities. Many of our faculty members professionals. have had professional experience of working in the industry and they also work These are a radical departure from the existing programmes offered by management on comprehensive research and consulting assignments across various industries. schools and stimulate sharing of experience providing insights to the latest thinking in IIMB also has long-term adjunct faculty management and organization. The progrwho act as resource for executive ammes are conducted live on campus and education. When faculty or special skills beamed instantaneously across various that are required for a programme are centers in select cities in India. Participants unavailable, IIMB draws on external from all over the country now have an resources from the industry. opportunity of learning at one of the most prestigious institutes from their own convenient location. Management Development Centre (MDC) and other facilities Our MDC provides round-the-clock comfort to our Executive Education Programme participants and it comprises of 118 fully air-conditioned rooms. It also has a dining hall, lounge, fitness centre, and yoga hall. Sports (Table Tennis, Billiards, Shuttle Badminton) and Gym facilities are available at the Centre at specific timings. There is a separate library block and computer center in the campus and the participants are encouraged to use the same. Other facilities at IIMB Campus include a Post Office, State Bank of Mysore extension counter with ATM facility, IIMB Store with IIMB souvenirs. Departmental Store, Book Shop and a Health Centre for primary medical care.
EXECUTIVE EDUCATION OPEN PROGRAMMES 2010-2011
Programme: RISK MANAGEMENT FOR BANKS AND FINANCIAL INSTITUTIONS Programme Directors:
Jayadev M, Shankarshan Basu
Understand Internal rating models and estimation of capital requirements Understanding advanced credit risk models Understand operational risk management
Dates:
Contents
Performance analysis of banks and financial institutions: Risk management perspective Interest Rate Risk (IRR) Management: sources, quantification techniques and management Commodity, Currency, Equity Risk Management: sources, quantification techniques and management of such risks
16 - 20 Aug, 2010 Residential: Rs.70,000/Non-residential: Rs.67,500/-
Programme Charges:
Target Participants Prole:
Risk managers and senior managers in treasury of banks and nancial institutions; functional software consultants in banking and investment banking domain would also nd the programme useful.
Introduction
The concept of risk and risk management are core of financial enterprise. The importance of appropriate and effective risk management are always stressed by regulators. Bank of International Settlements (BIS) through Basel Accords has also stipulated risk management practices required for banks. This programme provides an understanding of various types of risks faced by banks and financial institutions and ways to mitigate such risks. Statistical methods to quantify risks inherent in banking
operations for both reporting and management and newer methodologies to quantify risk would also be stressed.
Derivatives and Hedging Strategies Value at Risk: concept, methodologies, and applications Architecting internal rating models and improving the quality of internal rating models Credit risk models: Multivariate techniques and Z-Score model, Structured credit risk models, and other advanced credit risk models Credit derivatives and Securitization Operational risk management: Analysis of Models
Objectives
Provide comprehensive understanding on Basel-II and its implications for risk management systems of banks Manage Interest Rate Risk (IRR) and Liquidity risk through better understanding of ALM Understand various sources of market risk and the corresponding risk mitigation techniques
Programme: INTERNATIONAL FINANCIAL REPORTING STANDARD (IFRS) FOR SMALL AND MEDIUM ENTITIES (SMES) Programme Directors:
Padmini Srinivasan, S Sundararajan
Introduction
The International Accounting Standards Board (IASB) was set up in 2001 to lay down principles for identification, recognition, measurement, presentation, and disclosure of the elements of financial statements of all profit oriented entities in the form of International Financial Reporting Standards (IFRSs). IASB is committed to making available high quality, transparent, and comparable information to participants in the capital markets of the world and other users for making economic decisions. Harmonisation of financial reporting has become an important agenda in many countries as part of their reform process and in about 110 jurisdictions globally the IFRSs is either required or permitted. Considering that around the world SMEs comprise more than 90% of all firms and employ substantial workforce in any country, and with a view to make it easy for these entities to adopt a high quality accounting principles, the IASB issued IFRS for SMEs in July, 2009 as a separate document. For this purpose SMEs are defined as entities that are not listed but have to report to external users that includes existing and potential creditors, and credit rating agencies.
Objectives
Dates:
6-9 Sep, 2010
Programme Charges:
Residential: Rs. 60,000/Non-residential: Rs.58,000/-
By the end of the programme, the participants will be able to: Develop a deeper understanding of the conceptual framework for preparation and presentation of financial statements in the context of the IFRS for SMEs Effectively apply the rules of measurement and reporting for various important business events Appreciate the differences among full IFRSs, Indian GAAP, and this standard Devise a plan for making a smooth transition from Indian GAAP

The programme has been designed for senior and middle level managers of Finance, Risk, Portfolio, Credit, Treasury, Analytics and Audit departments of all companies including banks and Chartered Accountants in practice .
Contents
The programme will cover the following topics: Module 1 - Introduction A. IFRS/IASB - An Overview B. Objective and framework for preparing and presenting financial statements C. SMEs D. Transition-first time adoption Module 2 - Financial Statements A. Financial Statement Presentation Stand Alone & Consolidated Financial Statement Presentation -Currency
Module 3 - Assets, Liabilities and Equity A. Assets, including Financial Liabilities I. Tangible Assets: a) Property, Plant & Equipment b) Inventory c) Investment Property II. Intangible Assets III.Financial Assets & Liabilities B. Liabilities I. Provisions & Contingencies II. Leases C. Equity Module 4 - Comprehensive Income A. Revenues and Gains Sale of goods & rendering of services, Interest, Other Incomes B. Expenses and Losses including Borrowing Costs C. Other Comprehensive Income
Pedagogy
The programme will be conducted using case studies, discussions and team work.
IIMB
Programme: STRATEGIC COST MANAGEMENT Programme Directors:
M Jayadev, G Ramesh
Programme Charges:
6-8 Sep, 2010
Dates:
Residential: Rs.48,000/Non-residential: Rs.46,500/-
Introduction
Strategic cost management (SCM) focuses at enterprise level Cost Management System (CMS). In this programme we seek to integrate SCM with strategic perspective. Participants would be able to conceptualise on reengineering their focus and re-designing their system towards linking strategy and cost management through the framework of SCM. The course also deals with the changes required in the existing accounting system to develop information relevant to strategic decision-making and creating value through accounting systems.
Objectives
Helps orienting the fundamental concepts of management accounting and identifying those need change To relate meaningful accounting information to a firm's business strategy To link external value creating activities right from the suppliers of basic raw materials to ultimate end users To measure accurately the consumption of resources by different products and services through refined costing systems To know the major variables influencing the pricing decision Aids how to cost and price a product over a multiple year product life cycle
Enabling a measure of performance from both financial and non-financial perspective Align accountability and performance measures with strategic objectives
Contents
Activity Based Costing and Management Value Chain Analysis Total Cost of Ownership Life Cycle Costing Customer Profitability Analysis Target Costing Quality Costing Transfer Pricing Control and Performance Management System
The nancial ocers and controllers of a company, management consultants, designers of management accounting systems, and all functional area managers who are responsible for making decisions based on cost analysis.
Programme: COMPREHENSIVE TAX MANAGEMENTA HOLISTIC APPROACH Programme Director:

S Krishnamurthy 13-17 Sep, 2010
Dates:
Programme Charges:
Objectives
In the present competitive world of Liberalization, Privatization & Globalization, management of taxation has become highly complex and daunting. A holistic approach to tax management and planning has become imperative from the angle of all stake-holders: the Corporates, Share holders, Investors, Lenders, Promoters, Government etc. Both Direct and Indirect Taxes have to be managed together. And there has been a vast sea-change in both the types of taxes and evolving further. This programme aims at discussing comprehensive tax management and planning from a holistic perspective.
Contents
Direct Taxation Direct-taxes code Accounting standards and practices in taxation Transfer pricing issues SEZ- EOU and Tax holiday issues Tax issues regarding limited liability partnerships vis--vis partnerships & corporates Taxation of International Transactions DTAA and Foreign Investments Indirect Taxation Issues on GST VAT-CST-SERVICES TAX-EXCISE : Issues on integration to GST Customs Duty
Pedagogy
The subjects will be covered through lectures by a faculty panel of leading practitioners, professionals, academics & experts on the concerned topics. Each session will be followed by group discussions, case studies, illustrations & query clarifications. Please Note: Special group-panel discussions may extend beyond the closing time indicated. Hence, out-station participants are advised not to schedule their return journey on the last day of the programme. Bangalore Airport is about 50 KM from IIMB venue, with a travel time of 75 to 120 minutes. They are also advised to book their travel tickets only after receipt of confirmation of the programme from IIMB.
Senior executives of industries, corporate, investment institutions & other business entities, handling Direct & Indirect Taxes at the institutional levels/ segment levels, etc.
Programme: MANAGING RISKS AND CONTRACTS IN PUBLIC PRIVATE PARTNERSHIPS Programme Directors:
Anil B.Suraj, S Krishnamurthy
Dates:
27-29 Sep, 2010
Programme Charges:
Introduction
Development of public infrastructure has always been given high priority in governance. The involvement of private sector, as a source of capital and as a guarantor of efficient execution of complex projects, is now spearheading the revolution in infrastructure growth across the world. The variety of factors underpinning an infrastructure project increases the risks associated with such a venture. Definite legal framework and consistent practice would overcome the elements of uncertainty and apportion the risks optimally. Contracts, which form the sound base for the successful conduct of commercial transactions, need to be tailored to the specific demands of the Public-Private Partnerships.
Objectives
The course aims at familiarizing the participants in relevant concepts, law, rules and procedures in management of risk and commercial contracts with specific reference to PPP through pedagogic modes of Concept delivery, Case studies, Self-Instruction Exercises, Role Play, Quiz, etc.
Contents
Conceptual Framework of PPP What and Why Role of Multilateral Agencies and the Government Policies Contractual Risk Perceptions Managing Risks - Select Case Studies and Model Concession Agreements Judicial Review of Government actions Drafting of Commercial Contracts and Practical Issues on Penalty and Liquidated Damages Management of Contracts such as BOT, BOOT, LSTK, COUNTERTRADE, etc. Arbitration and Dispute Settlement Emerging trends in Public Contract Law Tax issues for Consortiums
Heads of Divisions/Functions involved in decisionmaking and middle level managers involved in implementation of PPP contracts or infrastructural projects. Participation is open to Private Sector Executives and also to Ocers from Central and State Governments/Public Sector/Local Bodies, etc.
Programme: FINANCE FOR DECISION MAKING (FOR NONFINANCE MANAGERS) Programme Director:
Padmini Srinivasan
Introduction
Successful managers know that their decisions affect the profitability of the company, but are often puzzled by the numbers they deal with. The programme Finance for Decision making for Non-Finance Managers empowers the non-finance manager with an understanding of the numbers. The programme provides the mangers with a comprehensive working knowledge of critical financial principles in an easy to follow manner that will help them to make better decisions in their organization. At the end of the course the participants will be able to communicate finance related matters more effectively, understand the performance metrics of the
Dates:
organization, read and use company reports and comprehend other managerial accounting aspects. The Participants learn to interpret crucial financial data in ways that enable them to improve their effectiveness and make a more productive corporate contribution for value creation.
Contents
Understanding and Interpreting Financial Statements Working Capital Management Capital Budgeting and Financing Overview of the Indian Financial Markets International Finance Cost Management Recent Advances in Finance
18-22 Oct, 2010
Programme Charges:
Objectives
To help the participant develop a comprehensive understating of information in the financial reports To Analyse and interpret financial reports To use financial information for day to day decision making To understand the impact of various decisions on companys performance
Other Faculty
Other faculty from IIMB and guest speakers from the industry will participate in the programme. The faculty with their years of teaching experience will make the complex financial concepts very easy to understand.
This programme is designed for heads of divisions/functions, middle level managers and mangers, who are new to the concepts of nance or those who wish to update their knowledge on basic nance and accounts.
IIMB
Introduction
The liberalization in the Indian Financial Sector started more than a decade back. But it is only now that the Reserve Bank of India is looking at allowing the use of derivatives in the market in a wide scale. Though derivatives in the equity market were permitted in 2001, the currency and the interest rate sectors of the financial sector in India were kept immune for the use of derivatives. The only derivative that was allowed in the money market segment of the financial sector was Swaps and with a case-by-case approval from RBI some back-to-back foreign currency option deals. However, RBI is now keen to open up the segment and allow for options on both currency (the Indian Rupee) as well as the interest rate applicable in the Indian markets. In view of this, the traders of banks and financial institutions as well as corporates need to be aware of these techniques for both investment as well as risk management functions; especially given the highly volatile nature of the industry. The aim of this programme is to target the Traders and Desk Heads of Banks, Financial Institutions and Corporates dealing in (or expected to deal in) derivative products in the currency and interest rate areas for both investment as well as risk management purposes and take them through the various issues that
one needs to understand in the functioning of derivative products especially in the pricing and risk management of such products. The course should also help practitioners to develop new and innovative products. In particular, the programme shall look at: Understanding the need for derivatives in the financial sector Specifics about the utility of derivatives in all areas of finance with particular reference to currency and interest rate derivatives Issues in the pricing, hedging and understanding currency and interest rate derivatives Economic implications of the liberalized financial sector in view of introduction of derivative products for currencies and interest rate.
Contents
During the programme, we propose to cover the following topics as a part of the regular sessions: An introduction to the field of derivatives - with particular reference to financial derivatives Economics aspects of Derivatives with particular reference to the Indian scenario Introduction to various techniques in quantitative techniques that are used for pricing and hedging of derivatives Plain Vanilla Currency Derivatives Exotic Currency Derivatives Risk Management for Currency Derivatives Plain Vanilla Interest Rate Derivatives Exotic Interest Rate Derivatives Risk Management for Interest Rate Derivatives
Programme: DEMYSTIFYING FINANCIAL DERIVATIVES Programme Directors: Dates:
Sankarshan Basu, Prakash G.Apte 25-28 Oct, 2010
Programme Charges:
Residential: Rs. 60,000/Non-residential: Rs. 58,000/-
Traders and Desk Heads of Banks and Corporates dealing in derivatives.
Objectives
Discuss explicitly bank valuation models and economic and strategic drivers of bank value Understand the value creation opportunities out of management of liquidity, interest rate and credit risk Understand the risk adjusted performance metrics and value centers
Programme: VALUATION AND VALUE BASED MANAGEMENT OF BANKS Programme Director:

M Jayadev 08-10 Nov, 2010
Dates:
Programme Charges:
Contents
Valuation of Banks Economic and Strategic Drivers of Bank Valuation
Introduction
The two prime challenges for the executives and directors of banks are (1) deliver ever increasing returns and value to shareholders; (2) understanding the implications and extracting value from the new regulatory regime of Basel-II. Thus risk management and creating value for shareholders are integrated aspects of modern bank management. Basel-II provides an opportunity for banks by investing in risk management and leveraging on that investment to create shareholder value. This programme provides bankers, bank regulators, auditors, and risk
managers with foundational concepts and practical tools for creating and managing value in a commercial bank. The programme is focusing on explicit tools for valuation of banks and value drivers. It also discusses integrated value based management framework and associated managerial issues such as risk-adjusted performance evaluation, capital adequacy management, loan pricing, securitization and measurement of credit, interest rate and liquidity risks. The course is aimed at those who wish to improve their conversational grasp of the valuation and risk management techniques required for banks.
Interest Rate Risk and the Economic Value at Risk Liquidity Risk for Value Creation Credit Risk Measurement and Management Frameworks for Economic Profit and Risk Adjusted Performance Metrics
Pedagogy
Interactive lecture sessions, case discussions and application of analytical tools using case studies.
Senior executives of commercial banks, banking domain experts working in software companies, auditors to commercial banks and other interested people in valuation of banks such as investment banking and stock broking rms.
Programme: RISK MANAGEMENT AND COMMERCIAL CONTRACTS Programme Director:

S Krishnamurthy
Introduction
Effective risk management of Commercial Contracts is a daunting task for any organisation in the current context of global and economic situation. Several changes are being implemented at all levels of national and international commerce in terms of laws, regulations and practices; for eg VAT, Currency convertibility, commercial terms, model contracts, etc. This programme aims at familiarizing executives in all relevant aspects of management of risks in commercial contracts.
Dates:
13-16 Dec, 2010
Programme Charges:
Objectives
Understand the basics of commercial contracts and risks Drafting of good commercial contracts Building up of risk perceptions, matrix. Understanding international commercial terms, procedures and practices Handling of international contracts. Working knowledge on several special issues relating to commercial contracts such as negotiable instruments, payment and collection mechanism, Letters of credit, Damages, long duration contracts such as BOOT, BOT, etc.
Senior executives handling contracts, projects, nance, planning costing, materials, imports, expots, collaboration, R&D marketing, expansion, diversication, etc.
Contents
Overview of commercial contracts and basic concepts International commercial terms (INCOTERMS & COMBITERMS OF ICC) Warranty, Guarantee, Condition, Essence, Performance, etc. Force Majeure, variations. Escalations, Re-let, Risk purchase, hardship clauses Practical issues on penalty, L.D. Arbitration, and dispute settlement Contracts involving services
Contract Models: ICC, UNCITRAL, FIDIC, etc. Long duration infrastructure contracts like BOOT, BOT, LSTK, EPC, etc. Tax issues related to contracts such as VAT, WORKS CONTRACT, SERVICE TAX, etc. Investment Risk perceptions: Counter trade, Offsets, MIGA, etc.
Programme: HIGH IMPACT LEADERSHIP Programme Directors:

L Prasad, Vasanthi Srinivasan & Sourav Mukherji
need to be reflective rather than reflexive, proactive rather than reactive, with the sagacity to see the big picture rather than getting overwhelmed by administrative minutia. Therefore, if one wants to be a high impact leader and not just a paper shuffling administrator, one must have the capacity to make a difference and the ability to connect with people. Consequently, those in the upper echelons of organizations must be multidimensional - possess a bundle of capabilities enabling them to think non-linearly, act as boundary spanners not only between departments but also with the external stakeholders. In short, we need top management personnel who can think strategically and anticipate the future, while invigorating their employees.
Contents
The content emphasizes being a driver of change while nurturing a responsive organization and inspiring people. To ensure this, we shall integrate knowledge/skill, action/reflection and vision/inspiration with personal, organizational and environmental/institutional/societal imperatives. The focus will be helping those who have delivered operationally make the transition into the rarefied sanctum sanctorum of strategic thinkers, where ambiguity confounds and visionaries alone prevail.
Dates:
21-23 June, 2010 Residential only: Rs.48,000/-
Programme Charges:
Senior managers with more than 20 years of work experience. Organizations are encouraged to send groups of 3-5 individuals, so a core team imbibes the lessons we impart and implements these on their return.
Pedagogy
A judicious mix of conceptual inputs, experiential exercises, case discussions and group work. There will also be sessions by external experts including practitioners with a track record of having delivered exceptional value.
Introduction
Inventories can be managed, but people must be led. (H Ross Perot) If you want to build a ship, dont drum up people together to collect wood and dont assign them tasks and work, but rather teach them to long for the immensity of the sea. (Antoine de Saint-Exupery) In times of tremendous uncertainty and radical change, organizations need individuals at the helm capable of negotiating treacherous shoals thereby avoiding the political, social, economic and technological icebergs that abound. Such persons
Objectives
To enable participants to concentrate on the strategic elements in managing organizations and go beyond the routine; how leaders develop a vision and communicate it to others and carry the organization along with them; how individuals could reflect on their own leadership capabilities in dealing with change so as to have an impact on society in general and their organization/employees in particular.
IIMB
Introduction
In the emerging context, organizations may vary in size and mission, but they all share a common reliance on the energies and ingenuity of their employees. There is a new era of accountability for results from all functions. The HR Manager needs to display a thorough knowledge of financial and strategic issues and be a competent business partner. Top management is increasingly relying on the HR Managers to take the lead in managing human capital issues.
are able to communicate with the senior management team in the same language To help participants understand the four fundamental roles in human capital management operations manager, emergency responder, employee mediator and strategic partner To allow participants to assess their level of aptitude as a HR Business Partner and devise Personal Development Plans
Get feedback from key line departments on your performance as a HR business partner Learn which competencies matter most to you Learn which type of development is most effective for HR business partners Be aware of common obstacles to development and devise your own individual development plan
Programme: HUMAN CAPITAL MANAGEMENT Programme Directors:

V Anand Ram, Ranjit Das
Dates:
19 21 July, 2010
Programme Charges:
Rs.48,000/Rs.46,500/-
Pedagogy
The programme will use a combination of lectures, group work, instrumented feedback and sharing of experience from successful professionals in HR.
Objectives
To provide participants with an understanding of strategic management issues so that they
Contents
Learn factors which make human resources function effective in organizations
Prole:
Targeted at high senior-level HR Managers who are seeking to develop themselves professionleadership roles in the
Introduction
The growth of software firms in India and other developing countries is substantially linked to their ability in developing and sustaining human capital. They need a large number of leaders for internal as well as external co-ordination with customers and other agencies. The programme will essentially use multiple experiential processes such as case method, role-plays, exercises and games. Participants are encouraged to send us human problems and issues of concern to them and we will discuss those issues as a part of the programme.
Facilitate the participants to become aware of their interpersonal behaviour and its impact on their managerial effectiveness Create awareness amongst the participants about their leadership style. The programme will facilitate the participants to acquire skills in managing projects, manage knowledge workers in software service organizations and attracting and retaining talents Factors that empower inspire and motivate them and their team members Develop skills in effective team working and group decision-making. Focusing on issues involved in managing and being part of virtual teams
Contents
Concept of Personal Growth for Software Professionals Interpersonal Relations, Emotional Intelligence & Diversity Management Motivating and Managing Software Professionals Attracting and retaining talents Psychological Contract and Organisational Justice Leadership Issues and Challenges in Project Management Managing and being in Virtual Teams Processes Facilitating High Performing Teams Documentation and Knowledge Management
Programme: LEADERSHIP TRAINING FOR SOFTWARE PROFESSIONALS Programme Directors:

N M Agrawal
Dates:
5-7 Aug, 2010
Programme Charges:
Rs.48,000/Rs.46,500/-
Objectives
Help participants become aware of themselves in terms of their hopes, aspirations, values and vision
Prole:
Project/module leaders, HR managers and groomed for leadership benet from the programme. Our experience suggests when a team of two or
programme.
Programme: MANAGING TALENT Programme Director:

N M Agrawal
Introduction
Leadership in an organization is responsible to provide continuity to an organization in present and to work towards creating future for an organization. Globalization and liberalization of the world economy in the recent past has led to enormous job and career opportunities for the talented knowledge workers in different parts of the world. Hence, leadership in knowledge as well as traditional organizations need to define strategies, develop systems and take actions to be able to identify, attract, motivate and retain knowledge workers.
Dates:
1-2 Oct, 2010
Programme Charges:
CEOs, Senior Managers and HR Heads.
Objectives
Understand and appreciate the context and need for talent management Appreciate the characteristics of knowledge workers and what they value Understand the role of leadership in attracting, managing and retaining talent Appreciate how HR systems and processes can be used for talent management Understand how to nurture talent and grow leadership pipeline Develop a process for organizational brand building for attracting and retaining talent Develop an understanding of aspiration of young generations and how to manage them Career and succession planning Enhancing effectiveness and efficiency of learning systems and knowledge systems Organizational brand building Creating learning and growth opportunities for talent Developing linkages with academic institutions for talent management
Contents
Process of defining and identifying talent Role of leadership in talent management Role of HR systems and processes in talent management Designing competency based HR systems for nurturing and managing talent
Programme: MANAGING PEOPLE IN SOFTWARE PROJECTS Programme Director:

V Anand Ram
To provide opportunities for self assessment of leadership styles and their appropriateness in different situations To develop awareness, knowledge and skills essential to provide performance feedback that leads to results
Dates:
1719 Jan, 2011
Programme Charges:
Contents
People issues in Project Management: The hard case for soft skills Managing Projects: A Multiple constituency Managing transition from technical to managerial function Motivating knowledge workers: Learning from experience Working in Teams: Team Roles and Issues in followership Self assessment of management styles and their appropriateness in different situations
The programme is suitable to project leaders and project managers, who have the responsibility for managing teams and have been identied by their companies as having potential to assume managerial responsibilities. Managers of in-house systems department will also nd the programme benecial.
Introduction
There is widespread dissatisfaction among senior managers in industry with the performance of software projects. This takes the form of inordinate delays, time and cost overruns, user dissatisfaction and maintenance problems. In order to overcome these problems, software companies are investing heavily to make improvements in their software processes and practices. Many of them have realized that lasting improvements require significant changes in the way they manage develop and use people. In many software companies, the work of managing people is seen as a responsibility of the Human Resources Department. The practices relating to management of people are done in an ad hoc
manner with little realization of their impact on the motivation and morale of staff. The reluctance of project leaders/managers to undertake such responsibilities is because they have not been trained to perform functions relating to management of people. This programme attempts to meet such a need.
Objectives
To emphasize the significance of soft skills in managing software projects To develop an appreciation for the demands, constraints and choices associated with the role of a project manager To develop knowledge and skills needed to contribute effectively to a team
Pedagogy
The pedagogy of the programme is based on participative methods and will endeavour to create an informal atmosphere to provide an active learning experience. The participants will also be exposed to experiences of managers from the software industries, who have successfully demonstrated skills in managing people.
IIMB
Introduction
Growing new market space is one of the major challenges for existing businesses. The concepts, tools and frameworks are available/can be developed to protect the existing revenue streams, go to adjacent market space and create new products and services to new market space. Over a period of time, new revenue streams will become core business with an effective transition management. The workshop provides a framework for looking at issues from market space and profitability perspective and look at new go to market strategies, expanding revenue streams and come out with new products and services. While doing so it focuses on opportunities presented by key enablers like technology deployment, innovation and entrepreneurial energy in day to day activities.
To enable o Immediate application of concepts and tools for creating new revenue and profit streams o Formulate new go to market strategies using the critical enablers (technology, innovation, entrepreneurial behaviour etc) o Develop new products and services de novo which are eenabled (grounds up or start up businesses; not retrofits) o Increase in the sense of ownership of the business o Accelerated movement to leadership positions
Contents
Changes in external business environment coupled with availability of technology based enablers; impact on current business models and profits Exploiting the emerging conditions and opportunities for protecting existing revenue streams Adding new revenue streams and profit pools which will become core of the growing business over a period of time Changes in go to market strategies that can be utilized for new revenue streams o Increasing Revenue and reducing cost in current business o Using entrepreneurial energy to look at new business lines, expanding into adjacent areas, new goes, new go to market strategies o Impact of technology platforms on the business o Leveraging innovation in products and services and business models o Unlocking potential talent in interdisciplinary areas o Utilizing capabilities of trusted partners
Programme: CREATING AND GROWING PROFIT POOLS IN NEW MARKET SPACE Programme Directors: Dates:
S Raghunath, Anand Talwai
Programme Charges:
16-18 Aug, 2010 Residential: Rs. 48,000/Non-residential: Rs.46,500/-
Vice Presidents of Business Units, CEOs of SMEs, General Managers and Senior Managers handling P&L responsibilities.
Objectives
To help the participants to understand new enablers like technology, innovation, entrepreneurial energy etc to grow and identify new market Space and profit pools for the organization / P&L Divisions they manage To be better prepared to execute growing responsibilities at senior leadership levels
Introduction
There is a distinctive need for practitioners of marketing to know how well the three dimensions (customer satisfaction, loyalty and relationships) can be linked to formulate not only successful strategies, but to sustain such strategies. Customer Focus relates to the process of strategic selection of customers, relevance of customer value to strategic customers and how the three dimensions depend on the strategic focus on customers. It is to be noted that more than planning and implementing a CRM programme, marketers need to know how customer satisfaction and relationships will impact their organization. This programme will address such perspectives
Contents/Pedagogy
Module-I will highlight the need for marketers to create value as an organization beyond the traditional approach of using just the marketing mix. Module-II will address the linkages that exist between marketing mix elements and organizational capabilities and internal networks within the organization in a changing environment. The importance of customer satisfaction, long-term strategic perspectives for the organization and the focus for
developing customer relationships would be discussed. Module-III will focus on pricing, customer needs, in an intensely competitive market and building relationships. This module will also deal with operational aspects of satisfaction, the basics of CRM and the linkages between strategic perspectives and the success of CRM. Note: The programme does not differentiate between consumer/industrial products and services, as its objective is to provide conceptual directions.
Programme: STRATEGIC CUSTOMER FOCUS Programme Directors:
S Ramesh Kumar 3-4 Sep, 2010
Dates:
Programme Charges:

Senior level managers with 10-15 years experience in any aspect of sales/marketing/product/ brand management and who have not had an exposure to concepts related to customer value. Senior managers from other functional areas who may be involved in policy formulation with regard to marketing and who would like to have a strong interdisciplinary focus with regard to marketing.
Objectives
To understand the fundamental concepts of customer value,customer satisfaction, loyalty, migration and relationships and also appreciate the linkages To understand that the linkage between satisfaction, loyalty/migration and relationship does not exist within the narrow domain of marketing, while appreciating the usefulness of marketing mix elements
10
Programme: ADVANCED NEGOTIATION Programme Director:

S Raghunath
Introduction
The Advanced Negotiation Programme provides managers/negotiators to analyze and improve their own decision processes and approaches in choosing to reach an agreement. The goal of successful negotiation is not merely closing a deal but arriving at the best possible agreement. This programme offers step-by-step advice and real life examples to enhance negotiation expertise.
Objectives
To provide an appreciation of what makes a good negotiator in the context of business alliances, acquisitions contract & projects To familiarize the participants with the principles and practices in strategizing negotiations To gain insights into live cases in the context of negotiating projects, major contracts alliances as well as acquisitions
Contents
The Making of an Effective Negotiator Negotiation Planning frame work The distinction between negotiating projects, major business partnerships/alliances and acquisitions How to establish a price range The effective use of timing and risk assessment during negotiations The anatomy of a successful closing of the negotiation process
Dates:
4-6 Oct, 2010
Programme Charges:
Senior executives and those in line management involved with decisions relating to projects, business partnerships/alliances and acquisitions.
Programme: ADVANCES IN BUSINESS-TO-BUSINESS MARKET MANAGEMENT (B2B MARKETING) Programme Director:

D V R Seshadri
Introduction
Business-to-Business (B2B) Marketing encompasses those management activities that enable a supplier firm to understand, create, and deliver value to other businesses, governments, and / or institutional customers. This programme is designed to provide participants with a good understanding of the recent advances in B2B marketing. The programme starts with understanding the nuances of B2B marketing that necessitates a special treatment of the field of B2B Marketing vis-a-vis other types of marketing contexts such as consumer marketing, social marketing and rural marketing. In B2B Markets, the supplier firm typically deals with a well-informed, professionally trained and rational customer. The primary foundations on which this programme and B2B market management rests include: treating customer value as the corner stone; understanding the importance of relationships and networks; focusing on the complex business processes in the customer firm; as well as recognising the relative ease in crossing international boundaries (since culture specificity of products / services in B2B Markets is considerably less than in many other types of marketing situations.) The programme delves deeper into each of these four foundations.
Objectives
Develop a good understanding of the concepts and frameworks of recent advances in B2B market management Develop critical analysis and problem-solving abilities with respect to business market management Help participants to realize the importance for supplier firms to understand, create and deliver customer value and in turn help supplier firms to extract a fair share of value delivered Gain a first-hand understanding of working relationships within and between firms in business markets
to gain expertise in B2B Marketing during their professional careers
Contents
The programme has three major modules, viz., understanding, creating and delivering value, each in turn having three sub-modules. Understanding Value: Market sensing Understanding firms as customers Crafting market strategy Creating Value: Managing market offerings New offerings realization Business channel management Delivering Value: Gaining customers Sustaining reseller partnerships Strengthening customer relationships
Dates:
29 Nov- 03 Dec, 2010 Residential: Rs.70,000/Non-residential: Rs.67,500/-
Programme Charges:
Managers from any function in companies that deal with business-tobusiness market situations, either as suppliers or customers. From this perspective, typical prole of participants will be those with ve to twenty years of experience in any function, in rms that are involved in any manner with B2B Markets. Participants may be from any functional area including sales, marketing, procurement, design, customer service, R&D, commercial, operations, business development, nance, etc.
Concrete take-aways
Develop deep appreciation about the importance of the very distinctive nature of B2B Markets Get significant new insights, which will help participants improve the effectiveness of their approach to B2B markets Enhance participants interest to learn more of this exciting area of study, which has fairly immediate application possibilities to their own organizations In turn, this would motivate the participants to continue to learn the subject, long after the completion of the programme, thereby enabling them to continue
Pedagogy
The Text Book that will be referred to is: Business Market Management, by James C.Anderson, James A.Narus and Das Narayan Das, Pearson Publishing, third Edition, 2009. CASE METHOD (Indian and international) will be used extensively as the primary pedagogy, supplemented by role plays, lectures, discussions, etc.
11
IIMB
Introduction
Marketing and branding form the very basis of any marketing strategy for any offering of a company. Practitioners need to have a step by step approach to comprehend the concepts associated with this area of specialization. A clear understanding of the concepts will enable the practitioners to apply the concepts to reality and appreciate the linkages between the concepts. The programme will emphasize the conceptual rigor required to develop a mindset that can logically reason out the rationale of marketing and branding strategies.
Programme: MARKETING AND BRANDING A THREE PRONGED APPROACH Programme Director:

S Ramesh Kumar 7-8 Jan, 2011
Dates:
Programme Charges:
Objectives
To create awareness on the tripodal approach to brand building among sales/marketing managers who have no conceptual exposure to marketing concepts. (The tripodal approach to brand building uses basic marketing dimensions which deal with providing value with the concept of segmentation, product/brand management and customer retention)
Contents
The programme content is divided into three blocks (the tripodal approach) The first block would deal with creating value and segmenting, targeting and positioning techniques The second block would deal with management of product-lines and brands and would provide an overview relating to the linkages between various factors involved in product management/brand management
The third part would deal with the basics of and customer relationship management Note: The programme does not make a distinction between consumer and industrial products as the focus of the programme is more on the conceptual aspects involved. The programme aims at developing the knowledge domain of the marketer rather than attempting to provide solutions to specific problems. Examples/case-lets will be drawn from consumable/durable and service categories.
Sales /Marketing managers who have 5-10 years of experience and who do not have conceptual exposure to marketing. Managers in other functional areas who would like to have an overview of marketing concepts and who may be involved in policy making aspects.
Programme: COMPETITIVE MARKETING STRATEGY Programme Director: Dates:
Nagasimha Balakrishna Kanagal 7-9 Feb, 2011
Programme Charges:
Introduction
Strategizing for Marketing requires sensitivity to the external market environment and the obtainment of sustainable competitive advantages in the market place. The development of marketing strategies further involves the appreciation of the linkages between marketing strategy formulation and its implementation. Basic analytic skills to comprehend, analyse markets and competition aid in improving the effectiveness of marketing strategy formulation. The programme attempts to put together such an exposure.
Objectives
To outline the context of Marketing Strategy in the overall purview of Marketing Management To illustrate both decision making situations as well as conceptual tools to the process of marketing strategy To enhance the ability of the participants to the process of marketing strategy formulation
Contents
Strategic Market Analysis: Examine the external market environment and the fit or adaptations required by the firm to cater to market needs Developing Marketing Strategies: Addresses the issue of obtaining sustainable marketing competitive advantages and issues in marketing organization Analytical Aspects to Competitive marketing strategy: Examine competition and other analytical concepts that lend insights to improve the ability to the process of marketing strategy formulation
Marketing managers involved in strategic decision making for marketing in multinationals, medium and large sized Indian rms.
12
Programme: CREATIVE MARKETING Programme Director:

Y L R Moorthi
Introduction
Creative marketing is the application of out-of-box thinking to marketing problems. It is almost a prerequisite for any firm. Consider the following facts Look at the brand launches in the Indian toilet soap market for the last 3 decades. The number of successful launches is in single digit Distribution for consumer durables consolidated but fast moving consumer goods distribution did not. Organized retail did not supplant the grocer Multinationals were supposed to overrun Indian companies. On the contrary many Indian organizations like Reliance and Tatas became global firms While many players in IT were focusing on hardware, the market shifted to software and service Most of these changes could not be anticipated because of lack of creative visioning besides other things. How does an organization configure its solutions creatively, establish connect with the customer and stay profitable in the long term? That is the fundamental issue the programme addresses
Dates:
9-11 Feb, 2011
To sensitize the participants to the fact that strategy is more about planning the chessboard (i.e. what is relevant to tomorrows customer) than playing the game (i.e. pushing boxes or even solutions)
Pedagogy
How this programme is different The programme offers a novel technique that integrates four different perspectives, to examine the typical challenges that a firm faces. The first is the common sense perspective. Here participants are encouraged to look at a question say, what are the benefits in my product/service relevant to the customer? purely from the point of view of common sense. This can be done through reminiscing what customers, competitors, peers, employees, analytical reports say about the product/service. Or through borrowing ideas from brands of repute outside the domain in which the firm operates. The second is creative perspective wherein a creative technique like laddering or association chains is taught to the participants. They then use the technique to answer the question as to what benefits are relevant to the customer of future. The third is the conceptual perspective. Here a conceptual technique like product hierarchy of benefits or price-value matrix is given to the participants. They look at the same question through the lens of the conceptual framework. Finally the conclusions drawn from all the three perspectives (common-sense, creative and conceptual) are integrated in the integrative perspective. Thus the question what are features/benefits relevant to the customer is comprehensively answered. The technique thus demonstrated in the programme can be used to handle any question of importance to business.
Programme Charges:
Contents
Middle level executives (marketing, strategy, sales) in multinational and big Indian rms, CEOs and top managers of small rms, senior executives from advertising, PR, Direct Marketing companies who assist rms, executives in non-marketing disciplines in rms who want to acquaint themselves with strategy, business and marketing aspects.
Objectives
To demonstrate a radically different way of thinking about the basic issues of business (details in the methodology section below) To debate certain questions of crucial importance to marketing and draw some vital albeit tentative conclusions about them (Some of the questions are listed in the contents section below)
Consider some questions of importance to marketers: What are the pre-requisites to charge a premium in a product or service? Is it desirable to become a price leader (i.e. crash prices)? Or does it lead to a commodity trap? How to crash prices successfully? Who are my open and hidden competitors? (Alarm timepieces did not see cell phones as their competition). What are the big shifts in the market (e.g. in 20 years motor bikes almost completely replaced scooters in India)? How to create/identify/benefit from such big shifts (Is the device of future a mobile with computing or a palm top with a phone?) How do Indian firms fight the competition from MNCs who have deep pockets, access to technology and the ability to wait? Conversely how do the MNCs fight the low cost operations and nimbleness of Indian firms? (This is a sample list of questions. The purpose here is to give an idea of the nature of the programme rather than exhaustively list its contents. These and other questions that are of importance to participants are picked up and debated in the programme).
Programme: STRATEGIC SOURCING AND SUPPLY CHAIN MANAGEMENT Programme Directors:

Jishnu Hazra, Devanath Tirupati
Dates:
30 Aug 03 Sep, 2010 Residential: Rs. 70,000/Non-residential: Rs. 67,500/-
Programme Charges: Introduction

In todays business world firm level capabilities alone are not sufficient and competitiveness of the entire supply chain is critical for sustained growth and success. The cost of managing the supply chain is substantial and sometimes as high as 40% of the total value-added in certain industries and even marginal improvements could lead to significant competitive edge. In the past two decades supply chain coordination has emerged as a key capability for delivering value to customer in this demanding environment by aligning decisions and practices among all entities of the supply chain. The purpose of this programme is to provide a perspective on the importance of supply chain management and its implications for developing and enhancing firm level capabilities.
Objectives
(i) Develop an understanding of the structure of supply chains and the key issues involved in improving their effectiveness (ii) Provide exposure to basic concepts and analytical tools and approaches for managing supply chains (iii) Provide an opportunity for experience sharing among participant
Senior executives involved in sourcing and supply chain management functions; procurement, materials management, manufacturing, logistics, marketing, customer service, information technology etc. In addition, companies involved in integrating procurement, manufacturing and distribution processes and third party logistics providers may also benet from this programme. 13
Contents
The programme provides an overview of issues and underlying managerial concepts for designing and managing supply chains and includes the following: Performance Analysis of Supply Chains: Complexities in evaluating supply chains, models for performance evaluation, placement of inventories and
impact on costs, responsiveness and customer service Sourcing and Supply Management: Role of strategic sourcing, evolution in procurement practices and managing supplier relationships, impact of globalization and e-markets Logistics and Distribution: Strategies for distribution, channel design and management Market Driven Manufacturing: Managing product variety and uncertainty, mass customization, lead time management and quick response strategies Customers and Demand Management: Understanding the customer, product design, efficient customer response strategies Supply Chain Coordination: Marketing manufacturing design interface, measurement and value of coordination, role of IT in coordination support A mix of pedagogical tools will be used lectures, presentations, discussions, cases, games, experiential exercises etc. In addition, the programme will include guest lectures from practitioner / senior executives in the field for sharing their experiences with the participants.
IIMB
Introduction
Six Sigma is a problem solving methodology. Six Sigma provides a systematic framework for understanding problems faced by corporate and generating solution to either solve or reduce the impact of these problems by improving the underlying processes. A recent study by DynCorp has revealed that Six Sigma has clearly emerged as the most effective quality improvement technique in the history. The evolution of Six Sigma has morphed from a method or set of techniques to a movement focused on business process improvement. Business processes are transformed through the successful implementation of Six Sigma. Although Six Sigma originated in the manufacturing industry to reduce the wastes due to manufacturing process deficiencies, it is now used by almost all industries including service industries such as health care management. Originally Six Sigma was developed at Motorola in the 1980s for production processes with an objective to eliminate waste. Motorola became the one of first companies to win the prestigious Malcolm Baldrige National Quality Award 1988. In the mid-1990s, Jack Welch, the then Chief Executive Office of the General Electric (GE) proclaimed that GE was making great savings through Six Sigma strategy. During the first five years of the programme, the company increased its productivity gains by over 266% and improved operating margins from 14.4% to 18.4%. Other major American firms
then became Six Sigma devotees. Impressive business performance achieved by companies like Motorola, General Electric, Black and Decker, Honeywell, ABB and Bombardier can be attributed to Six Sigma strategy. Implementation of Six Sigma requires extensive knowledge on quantitative techniques and management strategies. Based on the Six Sigma skill level, resource persons in Six Sigma are called Six Sigma Green Belt, Six Sigma Black Belt and Six Sigma Master Black Belt. The objective of this course is to provide Six Sigma Green Belt training. Green Belts play a crucial role in Six Sigma projects to improve business processes.
Contents
Objectives
The course is designed to develop Six Sigma Green Belt skills among participants. Primary objectives of the course are: To provide overview of Six Sigma Methodology and its applications to various industries Improving business performance through Six Sigma Define, Measure, Analyze, Improve and Control (DMAIC methodology) Introduce tools and techniques required for Six Sigma Green Belt Apply Six Sigma tools to real life problems to achieve performance improvement Ensure that the participants acquire skills required for Six Sigma Green Belt Introduce the concept of Design for Six Sigma and its application to new product development To provide an overview of lean Six Sigma
Fundamental concepts in Six Sigma Six Sigma and process capability Concept of Yield, Defects Per Million Opportunities (DPMO), and Sigma Quality Level Six Sigma Methodology: Define, Measure, Analyze, Improve, and Control (DMAIC) Procedure Six Sigma Project Selection and Project Planning Process Performance Metrics Six Sigma Tool Box Basic quality tools Cost of poor quality (CoPQ) Process mapping and SIPOC Voice of customer and Quality Function Deployment Analytic Hierarch Process Failure Modes Effects and Criticality Root Cause Analysis and 5 Whys Data Mining tools (multiple regression and logistic regression) TRIZ Implementation of through DMAIC methodology Design for Six Sigma (DFSS) DMADV methodology Lean Six Sigma Roles and Responsibilities of Six Sigma Green Belt
Programme: SIX SIGMA GREEN BELT TRAINING Programme Director:

U Dinesh Kumar 23-25 Aug, 2010 Residential: Rs. 48,000/Non-residential: Rs. 46,500/-
Dates:
Programme Charges:
Management executives responsible for business process improvement. Engineers and technicians empowered with improving eectiveness of manufacturing and service business processes.
Pedagogy
Using interactive lectures and case discussions the participants will be introduced to basic concepts in Six Sigma and its role in business process improvement. The pedagogy is designed to provide depth and breadth of Six Sigma Green Belt tool set.
Programme: PROJECT APPRAISAL Programme Director:
V Ranganathan 6-8 Sep, 2010
Dates:
Programme Charges:
Introduction
The infrastructure sector is critical for the Indian economy. The ability to appraise large scale complex projects is essential for decision makers in the sector. This programme will prepare decision makers to conduct technically sound project appraisals.
Aspects, Pricing Aspects and Case studies. Elements of Financial, Economic and Environmental Appraisal of projects will also be taught to participants.
Economic Appraisal Project Financing Sources of Financing and Risk Mitigation Environmental Appraisal of Projects Case Studies: o Bangalore Mysore Infrastructure Corridor o Sardar Sarovar Project o Managua Water Project
Pedagogy
Taxonomy of Project Appraisal: Financial, Economic, Social and Environmental Analysis Financial Appraisal o Cash flows o Feasibility study
Project managers in Private and Public sector rms, Chiefs of Corporate Planning, CEOs, Bankers, Investment Analysts and Academics.
Objectives
This programme will introduce participants to DCF Analysis, Investment Criteria, Financing
14
Programme: COMPETING THROUGH MANUFACTURING Programme Directors:

Pankaj Chandra, Devanath Tirupati
Contents
Manufacturing Strategy: Linkages with corporate and other functional strategies, dimensions and elements of manufacturing strategy New Product Design and Development: Interfaces between marketing, design and manufacturing, building capabilities in new product development Innovation and Technology: Managing technology change and role of innovation, technology strategy Market Driven Manufacturing: Issues in managing different production processes, analytical approaches for supporting manufacturing decisions, shop floor management, etc. Preparing People and Systems: Relevance of human resources, systems and IT, TQM, Lean / JIT, TOC, etc. Manufacturing and Supply Chain: Performance metrics, coordination with other entities in the supply chain, strategic sourcing, etc. A mix of pedagogical tools will be used to deliver the programme lectures, presentations, discussions, cases, games, experiential exercises etc. In addition, the programme may include guest lectures from practitioner / senior executives in the field for sharing their experiences with the participants.
Dates:
13 16 Sep, 2010 Residential: Rs. 60,000/Non-residential: Rs. 58,000/-
Programme Charges:
Introduction
Excellence in manufacturing is a key source of competitive advantage in the context of globalization. This is particularly so for Indian firms striving to become global players and requires fundamental changes in the manner in which core processes are designed and managed. In order to achieve sustained growth and success, it is necessary that firms adopt innovative practices in manufacturing and develop new capabilities to maintain their competitiveness. The purpose of this programme is to provide an understanding of contemporary manufacturing concepts and practices so that firms can develop and maintain manufacturing competitiveness.
Objectives
(i) Provide an overview of the basic principles and issues in manufacturing and develop awareness of how manufacturing can be a source of competitive advantage (ii) Provide exposure to analytical approaches for decision making and understanding the trade-offs involved, and for building the necessary capabilities (iii) Help participants gain an understanding of how manufacturing capabilities can be transformed to competitive advantages and enable development of manufacturing strategy that is consistent with and supports corporate strategy (iv) Provide some exposure to world class practices and develop an understanding of their implications for manufacturing capabilities
Top managers in manufacturing such as presidents, vice presidents, general managers, as well as senior executives in other functions who interact extensively with manufacturing (logistics, product and process design, engineering etc).
Programme: DECISION MAKING FOR MANAGERIAL EFFECTIVENESS Programme Directors: Dates:
Introduction
The great French philosopher Jean-Paul Sartre said: Men are not created but create themselves through their choices. These choices are rooted in and stem from decisions we make. In order to become high achievers or managers aspiring to become effective leaders, we must understand how to make optimal decisions. It is even more important to understand how not to make suboptimal decisions. Most often, when managers make decisions, they are not aware of the subtle influences that underpin the decisions they make (or do not make). Therefore, understanding decision making extends beyond discrete decisions, to how individuals both frame and set the context for decisions, within themselves and within their teams and organizations. This programme seeks to fill this critical gap by exposing participants to different perspectives of how decisions are made by individuals, groups, and organizations in the real world context.
L Prasad, Mukta Kulkarni & Ravindra Singh Bangari 28-30 June, 2010 Residential only: Rs. 48,000/-
Programme Charges:
environments, and in managing crises ii) Become more aware of decision biases and their pitfalls, and be able to work out strategies to guard against these iii) Gain an understanding into relationship between organizational performance and decision making, and the importance of building an organizational culture of mindfulness to prevent critical organizational failures
Young and middle managers with practicing experience of between ve to twelve years will benet substantially from the programme, as it will help them prepare decision strategies for the future. This is a compulsorily residential programme as it will facilitate group work and other interactions that will lead to greater learning.
make sense of complex situations they may be called upon to deal with, and what strategies leaders and managers employ to deal with these complexities, uncertainties, and crises. Understanding this will help managers and leaders make better and more creative decisions in their organizations.
Pedagogy
Through experiential exercises, videos, case analyses, and hands-on simulations, this programme helps participants understand various biases and traps that cause smart people to make bad decisions. Participants will also learn how to overcome information gaps and asymmetries in team settings in order to enhance group decision making. Finally, participants will learn how to manage agreement and disagreement. All modules are anchored in conceptual and practical perspectives.
Contents
The programme shall expose participants to how framing, biases, motivational influences and escalation of commitment creep into decisions we make. We seek to understand how decisions made by smart and responsible individuals and groups can sometimes lead to organizational failures and disasters, that can affect the destinies of thousands of people. We also try to understand how humans try to
Objectives
i) Appreciate the complexities of individual, group and organizational decision making processes, and be able to gainfully apply above knowledge and understanding to day-to-day professional and social
15
IIMB
Skills required in management consultants Roles consultants choose Customer engagement cycle CRM- best practices Assessing the balance of responsibility between consultant and client The Contracting Process- Pay offs and Pitfalls Organizing and managing client engagement Project Management Understanding and Dealing with Resistance Diagnosis Concepts Getting Data and Preparing for Feedback Managing the Feedback meeting Recommending Solutions and Proposing Implementation
Programme: MANAGEMENT CONSULTING: ACQUIRING AND RETAINING CLIENTS Programme Directors:

S Raghunath, D Ashok
Programme Charges:
26-28 July, 2010
Dates:
Introduction
Most of us beginning to develop our practice in management consulting may be convinced of the depth of our expertise that we have to offer and that it can make a difference to the clients. However the challenge is get the clients to buy into this. When closure is challenging or client relationship management becomes discomforting, we may feel lost and may seek ways to reverse the trend. It is against this backdrop of acquiring clients and more importantly retaining them is what sets the men apart from the boys!
This programme provides the conceptual understanding and practical insights for all those who are new to the field of management consulting or are in the process of changing their role and orientation from line managers to consultants.
Pedagogy
What to do and what to say in different consulting engagements will be the focus of the programme. Case studies, role plays and lectures will be used to deliver understanding of the concepts and the process of management consulting. Sample client-consultant dialogue and other useful information for real life application will be provided.
Contents
The programme theme includes: Trends in Consulting Range of management consultants work The Practitioner Vs Manager dilemma Internal consulting
The programme is specically designed for all those who are beginning a life of a consultant and line managers who are now moving into consulting roles.
Introduction
The programme aims to develop in the participants a good understanding of the important analytical techniques used for strategy formulation in companies and their applicability in different contexts to enable them to become effective strategists and organisation builders within their organisation.
the business unit level. The case method will be used extensively to cover the broad areas below: Managing the Firm Strategically Creating Organisational Vision Resource and Competence Analysis Industry and Competitive Analysis Analysing Industry Structural Change Financial Analysis for Competitive Advantage Analysing Competitive Position & Dynamics
Analysing Strategy at Business/Functional Levels Generating and Sustaining Competitive Advantage at the Business level
Pedagogy
The programme will use a number of full length strategy cases and faculty will lead the discussion on the cases. Participants will be required to read and analyse one or two full length business cases each evening for the next day's sessions and hence residential stay is compulsory. Participants must register at 9.00 am on Monday.
Programme: STRATEGIC ANALYSIS FOR COMPETITIVE ADVANTAGE Programme Directors: Dates:
Ganesh N Prabhu, P D Jose 6-10, Sep 2010
Contents
The key areas to be covered include the analytical, behavioural and creative aspects of strategy formulation and implementation at
Programme Charges:
Residential only: Rs.70,000/-
For executives at middle and senior management level who are presently holding charge (or likely to assume charge) of a strategic business unit.
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Programme: STRATEGIC LEADERSHIP PROGRAMME FOR IT COMPANIES: EMBEDDING STRATEGIC THINKING Programme Director:
S Raghunath
What challenges arise as IT companies grow, and The interactive relationships between the business leaders job of figuring out what to do and the task of getting things done The issue of developing organizational cohesion and individual commitment
The workshop provides a framework for integrating the concepts of strategy development with the business leaders/project leaders day-to-day activities.
Contents
Framework of Strategic thinking and management for competitive advantage The process of growth strategy formulation at both corporate and business unit levels in IT companies Concept of Value Innovation and its application for the development of new marketspace Understanding industry dynamics and formulation of competitive strategy Changing the organizational structure and internal systems to support strategy Designing competence management programmes Incubating and sustaining commitment amongst professionals employed with the companies Addressing the pay offs and pitfalls of implementing a performance management system that drives organizational cohesion and individual commitment
Dates:
22-24 Nov, 2010
Programme Charges:
Objectives
The Strategic Leadership Workshop focuses on strategy and organization in information technology companies. At the outset the workshop focuses on the questions: "How IT managers identify and exploit growth opportunities? and What challenges arise as IT firms grow and how these can be met?" - the answers to these questions depend on the characteristics of the IT firm and of the competitive environment it faces. In a small IT firm, an initial growth trajectory must be created, and then the IT firm adapts its strategies to the requirements of the larger-scale operation. By contrast, a larger, more established IT firm must sustain growth through revitalizing current businesses, or possibly by expanding into new areas. The challenge in this context is for a manager to design the organization and its managerial processes as a system that can grow successfully.
CEOs, business leaders, senior divisional executives, project leaders and managers, business development managers and strategists of IT Companies.
Introduction
The workshop focuses on the strategic challenges of IT companies. It explores the key managerial issues that IT companies face in their decision to pursue opportunities. The workshop emphasizes the strategic decision-making and implementation at the level of top management and business/project leader level. The purpose of this workshop is to help the participants to successfully manage a growing IT organization. To this end, the following concerns will guide this workshop. How can managers identify and exploit growth opportunities?
Programme: DOING BUSINESS IN INDIA Programme Director:

M V Rajeev Gowda, D V R Seshadri
Introduction
This century is expected to see the return of Asian economies, including India, as dominant economies. It is very important for global managers to understand how to do business with and in India. Indias economy, with a GDP of more than a Trillion US$ is expected to grow at the rate of 7- 9% annually over the foreseeable future. The importance of India as a rapidly growing major global economic power is gradually dawning on the rest of the world. With the increasing interest of the rest of the world to do business in and with India, Indian Institute of Management Bangalore (IIMB) has decided to launch a short duration education program: Doing Business in India. IIMB has conducted several customized programs on Doing Business in India for MBA students and corporate executives from across the world. Relying on its vast experience in conducting such programmes, IIMB offers an open programme on Doing Business in India.
Dates:
3-11 Jan, 2011
Programme Charges:
Residential Only: US $ 3600
wish to gain: deeper awareness of the business opportunities in India and Indias success in sectors like information technology and software services; a deeper insight into Indian economic development and the consequent business opportunities in India over the next decade or two; the paradox of modernity combined with the centuries old traditions of Indian society and culture; the Indian world view and its impact on doing business in India.
Information Technology Corporate Entrepreneurship Indian Banking Sector Microfinance Managing People Indian Values and Philosophy
Pedagogy
The programme pedagogy includes class room lectures and discussions by the Institute faculty, practicing executives and other experts, interspersed with visits to industrial and other settings to enable the participants gain a real-life feel of the Indian business, society and culture. Participants will also be able to get appropriate course credits, subject to approval by their home Institutions.
Contents
Indias social and political climate Innovation in India Entrepreneurship The Indian Consumer Indias Retail Explosion Introduction to India briefings: presentation of minor assignment results
MBA students and Executive MBA students from across the world who intend to develop better inter-cultural sensitivity and gain a deeper understanding of India as an emerging global economic power.
Objectives
This programme is intended to help participants from across the world gain a deeper understanding of what it takes to succeed in Doing Business in India. The programme is of advantage for MBA students who
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IIMB
Introduction
Outsourcing has been a major initiative in recent years for addressing issues relating to growth. Many critical areas of business are being outsourced, therefore it is extremely important that the process is designed and managed to take care of the pitfalls while ensuring expected business results. Companies entering into outsource arrangements often have limited experience of the process; however for the outsource service providers, it is their core business, and this is reflected in the contract and the arrangements to which they commit.
Contents
The utilisation of measurement approach goal definition and tracking through SLAs, process improvement, quality and standards, surveys and presentation of new ideas to executive committees End-to-end performance management Metrics and incentives
Strategic governance Communication processes for sustaining a high commitment relationship Reviewing performance Unlocking outsourcing value Leveraging tangible and intangible assets for business growth Personal action plan of participants
Programme: OUTSOURCING MANAGEMENT: CREATING VALUE THROUGH COLLABORATION Programme Director:

S Raghunath
Dates:
10-12 Jan, 2011
Programme Charges:
Residential: Rs.48,000/Non-residential: Rs,46,500/-
Objectives
Understanding the concept of value creation through outsourcing Sizing up the strategic challenge and applying business model design to outsourcing through stakeholder analysis and creating processes for building sustainable partner relationships Managing the transition from vertically managed structures and processes to horizontal relationships and processes

Senior managers who own the outsourcing initiatives, senior executives managing partner relationships, inuencers who encourage outsourcing initiatives, Executives who are involved in horizontal relationships (if possible, including executives from the outsource service providers), Business development managers who interface with channel partners.
Programme: GENERAL MANAGEMENT PROGRAMME FOR FILM AND TV ENTERTAINMENT PROFESSIONALS Programme Director:
S Raghunath
Dates:
7-9 Feb, 2011
Programme Charges:
Introduction
The General Management Program is intended to provide a working understanding of the contemporary film, television entertainment industry with an emphasis on how the film producer or executives engaged in the industry can optimize the revenue and returns on funds invested in a feature/ad films/documentary/short films or TV serials. The strategies of successfully bringing Films and TV serials to the market and negotiating and closing distribution contracts and other forms of revenue flows will be addressed.
Objectives
To provide an understanding based on original research of the strategic issues facing contemporary film, television entertainment industry and how film producers, directors, and executives engaged in production and marketing optimize the revenue and returns on funds invested.
best practices in managing the creative and technical professionals in the industry leadership and management of independent film companies; the opportunities and challenges of a studio system the role of corporate entity in enhancing value to film and television entertainment business and the development of global strategy

Primarily designed for lm makers, production houses and directors, executive and line producers, distributors, exhibitors, and television industry executives, nanciers, marketing executives, consultants, talent managers and vendors.
Content
key characteristics and structure of the film and television entertainment industry how to estimate the potential for profit
Pedagogy
Discussion of contemporary cases. Well known industry leaders will also lead discussions during the programme.
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Programme: REINVENTION THROUGH ENTREPRENEURIAL / INTRAPRENEURIAL LEADERSHIP (REIL) Programme Director:

D V R Seshadri
Introduction
Organisations today are increasingly being buffeted by the relentless pressures of change, stemming from globalization, technological changes, etc. One of the pathways for companies to weather these storms is through unleashing the entrepreneurial spirit latent in its employees. As the CEO of one of Indias top companies, himself a top manager with exemplary entrepreneurial track record, suggests, Managers maintain value, leaders add value and entrepreneurs multiply value. Consequently, over the past few years, corporate entrepreneurship (intrapreneurship) has taken centre stage in the agenda of large companies. Many CEOs are seized with the challenge of getting their employees to behave entrepreneurially. This results in such employees carving out new paths and initiating new ventures within their organizations. They end up defying the status quo in their organizations, and in general break fresh ground. The resulting unleashing of entrepreneurial energy is a major driver for organizational renewal or reinvention. The programme provides deep insights into this organisational imperative. Innovation is a key strategic tool for sustained growth and profit in competitive global markets. Innovation can be driven not only by disciplined Research and Development organizations within the company, but also by a pervasive entrepreneurial culture. Corporate entrepreneurship (Intrapreneurship) is a powerful vehicle for ensuring the sustenance and growth of the company, as well as a vital tool for attracting and retaining good talent. In todays complex business environment, the persons closest to customers and markets are the ones most likely to intimately understand customer needs, and hence are likely to have deep insights on how to create superior customer value through innovation and entrepreneurship. This programme seeks to enable participants to understand the entrepreneurial / intrapreneurial mindset as opposed to the employee mindset. Entrepreneurism is inextricably connected with leadership, since entrepreneurship and intrapreneurship involves mobilizing teams of people towards a cause much greater than the individuals involved, often in the face of significant resistance from forces within and outside the organization that seek to preserve the status quo. Intrapreneurship is also closely linked with reinventing oneself and concurrently the organization that one is associated with. In this programme, we treat entrepreneurism, intrapreneurism, corporate venturing and reinvention as essentially synonymous. Enabling the participants to discover this fibre within them is a key deliverable of this programme.
Dates:
31 Jan-4 Feb, 2011 Residential: Rs.70,000/Non-residential: Rs.67,500/-
Programme Charges:
1. Senior and middle level managers intent on creating an entrepreneurial climate in their organizations 2. Middle level managers who are interested in taking on intrapreneurial roles Work experience expected of participants is ten years or more. Typically participants could be from any functional area such as technical, R&D, engineering, operations, marketing, sales, nance, commercial, HR, administration, etc., since innovation is possible in any of these functions.
Objectives
1. Understand that reinvention of the corporate starts with each individual. There are three levels of reinvention in the context of managers in organizations: Reinventing the organization, reinventing the job/role and reinventing oneself. These are inextricably interlinked. These three aspects will be discussed in the programme 2. Help each participant to understand his/her individual personal frameworks (understanding entrepreneuring / intrapreneuring in general and also what My kind of entrepreneuring is) 3. Understand reinvention efforts underway in a variety of situations and companies and use this learning to appreciate the relevance of reinvention 4. Develop a basic understanding of the concepts and frameworks of reinventing the corporation 5. Develop the motivation, knowledge, skills and attitudes, which will enable participants to become reinventors / intrapreneurs
Module-III: Why should I reinvent myself and my role? What is the need for reinvention? What are the benefits I get by reinventing? Should I or should I not embark on this journey? What does this journey entail? Here we understand that the job is only a trigger for reinventing ourselves. The benefits of reinventing ourselves are many more. Each of us is larger than our job or career. This programme provides an opportunity to undertake this examination. At a deeper level, the programme will help participants to begin a journey to address the following issues: Rediscover my context, rediscover myself and get clarity on my lifes purpose, mission and vision Tapping into my untapped treasures and resources Understanding my mind and emotions Reaching full potential Reducing stress Evolving each participants life vision and life mission Discovering a steady anchor within myself in a world of change Being and becoming calmness amidst change The programme is all about enhancing the sense of ownership among participants, wherein they take psychological ownership of their respective organisations and their roles within them.
Contents
Module-I: Understanding our relationships to the larger scheme of things: What do we reinvent? Where do we begin this reinvention journey? What do we reinvent? Understanding Defining Moments. Module-II: What does reinventing mean at an individual level? How is reinventing different from other career paths? Here we take a close look at reinventing in our existing job/role rather than the elusive search for an ideal job What does it entail to take up the role of a re-inventor? What is the mindset of reinventors in large organizations?
Pedagogy
Lectures, cases, sharing of experiences.
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IIMB
Introduction
Today, many Indian companies are fast internationalizing. This creates a need for them to find and recruit or train executives with the appropriate talents to set up cross-border projects, engage in long-lasting contractual relations with foreign clients, and successfully promote their goods, services and image throughout the world.
Contents
The Harvard Negotiation Project (HNP): concepts and tools Preparing and planning for negotiations; predictability Mapping other parties values and objectives The Negotiating Process: bargaining Operating and Communicating on the international scene Thought patterns, and other cultural variables playing a role in negotiating Several models: US, Chinese, Japanese, French, German, Russian, Arabic, Indian Negotiators (and others, upon request) Power games and tricks, and how to combat them; negotiating ethically Case studies in international negotiating: IT, outsourcing management contracts, international banking, automotive industries, etc. Negotiation Assessment: turning negotiation into a permanent capacity in a Learning Organization
Pedagogy
Active and participative. Open discussions. Q & A. Experiencesharing. Analyzing situations and making suggestions. Debriefing specific professional situations. 1 movie Prior to the Seminar, participants can communicate with Course Director and propose their own negotiating situations they want to explore, or issues they have encountered in international negotiations. (AYBenz@aol.com) A number of short exercises, in class. Short and longer Cases to prepare for discussion. Participants will have to do some practical work in Teams, on the first two evenings of the Seminar, for discussion in class on Day 3 A Textbook: Getting to Yes Negotiating an Agreement Without Giving In", Roger Fisher & William Ury, Random House, Business Books, latest edition A Reading Package, including selected readings and Cases
Programme: INTERNATIONAL NEGOTIATING SKILLS Programme Director:

Alexandra Y.Benz 10-12 Feb, 2011
Dates:
Programme Charges:
Objectives
To provide an appreciation of what makes a good international negotiator in the context of selling or buying goods and services, and building strong successful partnerships on the international scene To familiarize participants with the needs of strategizing and preparing for their negotiations, the more so when they are to face foreign partners Explore success and failure cases, to gain insight through live cases Play games and negotiating exercises, in order to make participants experience negotiating situations, and to get to know themselves and their partners better, as negotiators
Middle and senior executives who have had prior experience in negotiation and expect to go international in the future.
Participants already with international experience who want to deepen their experience. Western or Asian participants having marketing, sales or purchasing responsibilities specically in India or the sub-region.
Certificate of Participation
A certificate of participation will be awarded to the participants by IIMB.
Registration
Nomination form is available at: http://www.iimb.ernet.in/executive-education/open-programmes Duly completed nominations along with a demand draft drawn in favour of the "Indian Institute of Management Bangalore", may please be sent to: The Administrative Officer (EEP) Indian Institute of Management Bangalore Bannerghatta Road, Bangalore - 560 076 Phone: 080 - 2699 3264 / 3475 / 3742 Fax: 080 - 2658 4004 / 4050 E-mail: edp@iimb.ernet.in; openpro@iimb.ernet.in Website: http://www.iimb.ernet.in
Once registration is accepted, cancellation /refund queries and requests will not be entertained, but substitution of participants may be considered.
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LONG DURATION OPEN PROGRAMMES

Executive General Management Programme (EGMP)
For managers in the middle management position with five to ten years experience and looking for improving of cross functional dynamics and getting an integrative perspective on management. The programme in uniquely designed for fast track management education but are considered foe senior management positions.
Advanced Financial Risk Management (AFRM)

The programme is suitable for financial operators engaged in risk management such as traders, dealers, asset and fund managers, portfolio managers, financial analysts and managers performing control functions. The programme is suitable for managers and business analysts of it and consulting firms engaged in banking and financial verticals.
Business Analytics and Intelligence (BAI)

Business Analytics is a set of techniques and processes that can be used to improve business performance through fact based decision making. Business Analytics is the subset of Business Intelligence which creates capabilities for companies to compete in the market effectively. Analytics companies develop the ability to support their decisions through analytic reasoning. Business Analytics uses statistical, operations research and management tools to drive business performance. There is significant evidence from corporate world that the ability to make better decisions improves with analytical skills. This course is designed to provide in depth knowledge of business analytic techniques and their applications in improving business processes and decision making.
General Management Programme for IT Executives (GMITE)

GMITE is designed for software and IT professionals, who are looking for transition from technical role to general management role. Participants of GMITE get an opportunity to develop core business skills and competencies relevant for service industry. Most suitable for mid-career professionals with a minimum of 3 years experience in the IT industry and who have not had the benefit of formal B-School education.
Advanced Management Programme (AMP)

With focus on leadership, international business and advanced topics in several functional areas of management, the Advanced Management programme provides you an opportunity to acquire required skills for top-management position through interaction and experience sharing with faculty, industry experts and fellow participants. The programme is suitable for senior managers having experience of over 15 years.
Certicate Programme in Competitive Marketing Strategy (CPCMS)

In a dynamic marketing environment, there is a need for executives to educate themselves in several important areas of management. Marketing is an important area that is evolving India. This Certificate course from IIM Bangalore offers an opportunity for executives to gain exposure to ideas in marketing strategy The course will cover the basics of marketing management, sales and distribution and competitive marketing strategies over twelve weekends between June and September 2010. This course has been targeted for executives who may not have the opportunity to do a full time course in marketing.
To view details of all the above programmes, please visit: http://www.iimb.ernet.in/executive-education/open-programmes
Certificate of Participation
A certificate of participation will be awarded to the participants by IIMB.
Programme Delivery
The programme will be conducted live in the classroom at IIMB. The sessions will be beamed instantaneously across selected cities in India through Reliance Web World centres using Video Conferencing facilities that allows large number of geographically dispersed participants to have highly interactive sessions with Faculty. The system incorporates two-way data and audio-video interactivity. Those interested in participation may indicate convenient location (IIMB Campus /RWW locations) as indicated in the nomination form. Participants traveling during the programme days can attend the programme at any one of the convenient classrooms, subject to availability of seats. IIMB selects Reliance Web World locations provided a minimum of five participants opt for the location.
Registration
Nomination form is available at:
http://www.iimb.ernet.in/executive-education/open-programmes The organisations interested in nominating their candidates and interested individuals for the programme may send the completed nomination form and their CV to the following address: The Administrative Officer (EEP) Indian Institute of Management Bangalore Bannerghatta Road, Bangalore - 560 076 Phone: 080 - 2699 3660 / 3264 / 3475 Fax: 080 - 2658 4004 / 4050 Email: egmp@iimb.ernet.in; edp@iimb.ernet.in Website: http://www.iimb.ernet.in
Participants interested in the programme may contact IIMB at the above-mentioned address for clarifications, if any. Once registration is accepted, cancellation /refund queries and requests will not be entertained, but substitution of participants may be considered.
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IIMB
FACULTY PROFILES
NM Agrawal Organisational Behaviour & Human Resources Management Professor Chairperson, Organisational Behaviour & Human Resources Management Area. FPM (Fellow Programme in Management), IIM Ahmedabad, India, 1988. M.M.S., Pune University, Pune, India, 1977. B.E., Vishveshvarayya Regional College of Engineering, Nagpur University, Nagpur, India, 1970. http://www.iimb.ernet.in/user/85/n-m-agrawal E-mail: agrawal@iimb.ernet.in Anil B.Suraj Public Policy Adjunct Faculty, Centre for Public Policy Ph.D., National Law School of India University, Bangalore, India LLM, National Law School of India University, Bangalore, India B.A., LLB, National Law School of India University, Bangalore, India http://www.iimb.ernet.in/user/111/anil-b-suraj E-mail: absuraj@iimb.ernet.in Professor Fellow, Indian Institute of Management Ahmedabad (1996). PG Diploma in Rural Management, Institute of Rural Management Anand (1989). Bachelor of Science, Elphinstone College, Bombay University (1987).
http://www.iimb.ernet.in/user/64/ganesh-n-prabhu
Ganesh N Prabhu Corporate Strategy & Policy
E-mail: gprabhu@iimb.ernet.in
Devanath Tirupati Production and operations management Alexandra Y.Benz Adjunct Faculty French D.E.A (Doctoral level) in Industrial Economics. Masters in Business Administration in Industrial Economics. French Masters in International Corporate Law. E-mail: alexandra@iimb.ernet.in Professor EADS-SMI Chair Professor of Sourcing & Supply Management. Ph.D., Sloan School of Management, MIT, USA, 1986. PGDM, IIM Calcutta, India, 1976. B.Tech., Indian Institute of Technology Madras, India, 1971.
http://www.iimb.ernet.in/user/50/devanath-tirupati
M Jayadev Finance & Control Associate Professor Ph.D., Osmania University, Hyderabad, India, 1997. M.Phil., Osmania University. M.Com., Osmania University. CAIIB - Associate Member of Indian Institute of Bankers. http://www.iimb.ernet.in/user/70/jayadev-m E-mail: jayadevm@iimb.ernet.in
E-mail: devanath.tirupati@iimb.ernet.in
V Anand Ram Organisational Behaviour & Human Resources Management Professor Fellow in Management, Indian Institute of Management, Ahmedabad. Master of Business Administration, Osmania University. Bachelor of Science, Osmania University. http://www.iimb.ernet.in/user/147/v-anand-ram E-mail: var@iimb.ernet.in U Dinesh Kumar Quantitative Methods & Information Systems Professor Ph.D. (Mathematics), IIT Bombay, India, 1994. M.Sc., (Applied Sciences - Operations Research), P.S.G College of Technology, Coimbatore, India, 1990. B.Sc., Coimbatore Institute of Technology, India, 1987. http://www.iimb.ernet.in/user/62/dinesh-kumar E-mail: dineshk@iimb.ernet.in
Jishnu Hazra Production & Operations Management Professor Ph.D. (Operations Management), University of Rochester, New York, USA. M.S. (Operations Research), University of Rochester, New York, USA. M.Tech. (Industrial Engineering), IIT Bombay, India. B.Tech. (Mechanical Engineering), IIT, New Delhi, India. http://www.iimb.ernet.in/user/71/jishnu-hazra E-mail: hazra@iimb.ernet.in
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P.D. Jose Corporate Strategy & Policy Associate Professor Fellow in Management, IIM Ahmedabad, 1996. Post Graduation in Forestry Management (PGDFM), Indian Institute of Forest Management (IIFM), Bhopal, 1990. B.Sc. (Physics & Computers), Institute of Science, Mumbai, 1988. http://www.iimb.ernet.in/user/125/p-d-jose E-mail: jose@iimb.ernet.in
Nagasimha Balakrishna Kanagal Marketing Associate Professor Ph.D., University of Texas at Dallas, USA (May 1997). M.S., University of Texas at Dallas, USA (May 1996). M.A., University of Texas at Dallas, USA (May 1994). PGDM, IIM Ahmedabad (April 1986) B.E. Bangalore University, Bangalore, (March 1984). http://www.iimb.ernet.in/user/82/ kanagal-nagasimha-balakrishna E-mail: kanagal@iimb.ernet.in
Prakash G Apte Economics & Social Sciences Professor & Former Director, IIMB UTI Chair in Capital Market Studies since 1994. Ph.D. (Economics), Columbia University, USA. PGDM, IIM Calcutta, Calcutta, India. B.Tech., IIT Mumbai, Mumbai, India. http://www.iimb.ernet.in/user/90/prakash-g-apte E-mail: apte@iimb.ernet.in
S Krishnamurthy Finance & Control Adjunct Faculty FCA (Fellow Member of The Institute of Chartered Accountants of India), 1970. B.Com., University of Madras, 1966. http://www.iimb.ernet.in/user/72/krishnamurthy-s E-mail: krishnams@iimb.ernet.in Padmini Srinivasan Finance & Control Assistant Professor Ph.D., National Law School of India University, India, 2005. Company Secretary, Associate Member of the Institute of Company Secretaries of India, 1990. Chartered Accountant, Fellow Member of the Institute of Chartered Accountants of India, 1985. Y L R Moorthi Marketing Professor Ph.D. (Brand Management). M.Tech., IIT, Madras (1983 - 88). PGDM, IIM Bangalore. http://www.iimb.ernet.in/user/150/y-l-r-moorthi E-mail: ylrm@iimb.ernet.in Pankaj Chandra Production & Operations Management Director Mukta Kulkarni Organisational Behaviour & Human Resources Management Assistant Professor Doctor of Philosophy, University of Texas at San Antonio, 2006. Master of Science, Baruch College, City University of New York, 2000. Bachelor of Arts, Mumbai University, 1998. http://www.iimb.ernet.in/user/80/mukta-kulkarni E-mail: mkulkarni@iimb.ernet.in Professor of Operations & Technnology Management. Ph.D., The Wharton School, University of Pennsylvania, USA, 1989. B.Tech., Institute of Technology, Banaras Hindu University, India, 1983. http://www.iimb.ernet.in/user/88/pankaj-chandra E-mail: chandra@iimb.ernet.in B.Com., R.A. Poddar College Bombay University, 1984.
http://www.iimb.ernet.in/user/87/padmini-srinivasan
L Prasad Organisational Behaviour & Human Resources Management Professor Ph.D., Northwestern University, Evanston, Illinois, USA 1986. D.I.I.Sc, Indian Institute of Science, Bangalore 1975. B.Tech., Indian Institute of Technology, Madras 1974. http://www.iimb.ernet.in/user/121/ lakshmanan-prasad E-mail: prasad@iimb.ernet.in
E-mail: padmini@iimb.ernet.in Professor
S Raghunath Corporate Strategy & Policy Post Doctoral Fellow, Graduate School of Business, Stanford University, 1991. Doctor of Philosophy, Gujarat University, 1990. http://www.iimb.ernet.in/user/135/s-raghunath E-mail: srnath@iimb.ernet.in
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IIMB
M V Rajeev Gowda Economics & Social Sciences Professor Chairperson, Centre for Public Policy. Ph.D. (Public Policy and Management) - The Wharton School, University of Pennsylvania, USA-Sep 1985- Jan 1992. M.A (Economics), Fordham University, NY, USA, Sep 1984- Aug 1985. B.A (Economics, History and Political Science), St. Joseph's College, Bangalore University, July 1981- Aug 1984. http://www.iimb.ernet.in/user/51/rajeev-gowda-m-v E-mail: gowda@iimb.ernet.in Professor
V Ranganathan Economics And Social Sciences Reserve Bank of India Chair Professor on Infrastructure. FPM (equivalent to Ph.D.), IIM Ahmedabad, India, 1977. B.Tech. (Electronics and Telecom), IIT Madras, 1969. http://www.iimb.ernet.in/user/99/v-ranganathan E-mail: ranga@iimb.ernet.in
Sourav Mukherji Organisational Behaviour & Human Resources Management Associate Professor Fellow, IIM Bangalore. B.Tech. (Honours), IIT Kharagpur. http://www.iimb.ernet.in/user/107/ sourav-mukherji E-mail: souravm@iimb.ernet.in
Vasanthi Srinivasan Organisational Behaviour & Human Resources Management Sankarshan Basu Finance & Control Associate Professor Chairperson, Centre for Corporate Governance and Citizenship. Chairperson, Organisational Behaviour & Human Resources Management area. Fellow Program in Management, Indian Institute of Management Bangalore, 1996. PGD in Personnel Management and Industrial Relations, XLRI, Jamshedpur, 1987. Bachelor of Commerce, Jyoti Nivas College, Bangalore University, 1983. http://www.iimb.ernet.in/user/108/ vasanthi-srinivasan E-mail: vasanthi@iimb.ernet.in
G Ramesh Public Policy Associate Professor, Centre for Public Policy FPM (Fellow Programme in Management), IIM Ahmedabad, India. M.A. (Economics), Madras University, India. B.A. (Economics), Vivekananda College, Chennai, India. http://www.iimb.ernet.in/user/96/ramesh-g E-mail: rameshg@iimb.ernet.in
Associate Professor Chairperson, Alumni Affairs, IIM Bangalore. Ph.D. (Statistics), London School of Economics and Political Science, UK, 1999. M.Sc. (Statistics), Indian Institute of Technology, Kanpur, India, 1995. B.Sc. Honours (Statistics), Presidency College, Calcutta, India, 1993. http://www.iimb.ernet.in/user/102/ sankarshan-basu E-mail: sankarshanb@iimb.ernet.in
You can view the entire list of faculty members of IIMB and their credentials at: S Ramesh Kumar Marketing Professor Ph.D., Madras University. MBA, Madras University. B.E. (Electronics and Communication Engineering). http://www.iimb.ernet.in/user/97/ s-ramesh-kumar E-mail: rkumar@iimb.ernet.in D V R Seshadri Marketing Adjunct Faculty FPM (Fellow Programme in Management), IIM Ahmedabad. M.S. (Engineering Sciences), University of California, San Diego, California, USA. B.Tech. (Mechanical Engineering), IIT Chennai, India. http://www.iimb.ernet.in/user/104/dvr-seshadri E-mail: dvrs@iimb.ernet.in http://www.iimb.ernet.in/faculty-profiles
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IIM Bangalore ranked # 1 B-school in India in global survey

Eduniversal selection endorses IIMB's international reputation and influence defined as the capacity of a business school to make a student valuable - and thus to improve their employability - in domestic and international spheres The Indian Institute of Management Bangalore (IIMB) has, for the second consecutive year, been recognized as the #1 Business School in India, part of the Central Asia region, according to the 2009 worldwide business school ranking carried out by Eduniversal, a unit of the French consulting firm SMBG. In the Eduniversal Palmes 2009, IIMB has been awarded '5 Palmes', the highest recognition under the evaluation, accorded to "Universal Business Schools with major international influence".
INDIAN INSTITUTE OF MANAGEMENT BANGALORE

Bannerghatta Road, Bangalore 560 076 Phone: 080 - 2699 3264 / 3475 / 3742 Fax: 080 - 2658 4004 / 4050 E-mail: edp@iimb.ernet.in; openpro@iimb.ernet.in www.iimb.ernet.in

Executive Education: OPEN PROGRAMMES 2010-2011

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Executive Education: OPEN PROGRAMMES 2010-2011

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EXECUTIVE EDUCATION

OPEN PROGRAMMES 2010-2011

SHORT DURATION PROGRAMMES

LONG DURATION PROGRAMMES

EXECUTIVE EDUCATION PROGRAMMES

EXECUTIVE EDUCATION OPEN PROGRAMMES 2010-2011

16 - 20 Aug, 2010 Residential: Rs.70,000/Non-residential: Rs.67,500/-

Target Participants Prole:

6-9 Sep, 2010

Target Participants Prole:

Programme: STRATEGIC COST MANAGEMENT Programme Directors:

6-8 Sep, 2010

Residential: Rs.48,000/Non-residential: Rs.46,500/-

Target Participants Prole:

Programme: COMPREHENSIVE TAX MANAGEMENTA HOLISTIC APPROACH Programme Director:

Residential: Rs.70,000/Non-residential: Rs.67,500/-

Target Participants Prole:

EXECUTIVE EDUCATION OPEN PROGRAMMES 2010-2011

27-29 Sep, 2010

Target Participants Prole:

18-22 Oct, 2010

Target Participants Prole:

Programme: DEMYSTIFYING FINANCIAL DERIVATIVES Programme Directors: Dates:

Sankarshan Basu, Prakash G.Apte 25-28 Oct, 2010

Residential: Rs. 60,000/Non-residential: Rs. 58,000/-

Traders and Desk Heads of Banks and Corporates dealing in derivatives.

Target Participants Prole:

Programme: VALUATION AND VALUE BASED MANAGEMENT OF BANKS Programme Director:

Residential: Rs.48,000/Non-residential: Rs.46,500/-

Target Participants Prole:

EXECUTIVE EDUCATION OPEN PROGRAMMES 2010-2011

Programme: RISK MANAGEMENT AND COMMERCIAL CONTRACTS Programme Director:

13-16 Dec, 2010

Target Participants Prole:

Programme: HIGH IMPACT LEADERSHIP Programme Directors:

21-23 June, 2010 Residential only: Rs.48,000/-

Target Participants Prole:

Programme: HUMAN CAPITAL MANAGEMENT Programme Directors:

Programme: LEADERSHIP TRAINING FOR SOFTWARE PROFESSIONALS Programme Directors:

EXECUTIVE EDUCATION OPEN PROGRAMMES 2010-2011

Programme: MANAGING TALENT Programme Director:

1-2 Oct, 2010

Target Participants Prole:

CEOs, Senior Managers and HR Heads.

Programme: MANAGING PEOPLE IN SOFTWARE PROJECTS Programme Director:

1719 Jan, 2011

Target Participants Prole:

S Raghunath, Anand Talwai

16-18 Aug, 2010 Residential: Rs. 48,000/Non-residential: Rs.46,500/-

Target Participants Prole:

Programme: STRATEGIC CUSTOMER FOCUS Programme Directors:

S Ramesh Kumar 3-4 Sep, 2010

Residential: Rs.34,000/Non-residential: Rs.33,000/-

Target Participants Prole:

EXECUTIVE EDUCATION OPEN PROGRAMMES 2010-2011

Programme: ADVANCED NEGOTIATION Programme Director:

4-6 Oct, 2010

Target Participants Prole:

Programme: ADVANCES IN BUSINESS-TO-BUSINESS MARKET MANAGEMENT (B2B MARKETING) Programme Director:

to gain expertise in B2B Marketing during their professional careers

29 Nov- 03 Dec, 2010 Residential: Rs.70,000/Non-residential: Rs.67,500/-

Target Participants Prole: