Email id: chaos@dmsiitd.org Website: iitdmba.com.

CHAOSBatch of 2010

Batch of 2009

Post Graduate management education began in 'School of Systems and Management Studies' at IIT Delhi in 1976 . Through gradual process of evolution, the School grew to the status of 'Centre' and subsequently into a statutory 'Department', of which Professor Vinayshil Gautam was the first Head in 1993. The formal appellation of Master of Business Administration (MBA) for the PG Program in Management came in 1997.

The Department currently runs a full-time MBA programme, a part-time MBA programme for working executives and a MBA programme with specialization in telecommunications systems management. The last programme is under the aegis of Bharti School of Telecom Technology and Management. The students are admitted through a rigorous screening process under Joint Management Entrance Test (JMET) comprising of an admission test, group discussion and an interview. The Department has a widely acclaimed faculty, which has been invited to teach in various parts of the globe. It has contributed at the highest policy levels committees of Government of India (GoI) and served on various corporate boards and those of academic entities. One of the professors has also served as Chairman 'All India Board of

Management Education (AICTE)'. The Department has also contributed to the establishment of 5th Indian Institute of Management (IIM) at Kozhikode and 7th Indian Institute of Management (IIM) at Shillong.

The Department has a heavy research orientation which is used extensively for designing courses to respond to current and future needs of industry . The Department faculty has published over five dozen books and over 1000 papers in various journals and conference volumes. The Department believes in a holistic development of its students and has wide industrial linkages.

Write up on DMS

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PatronProf. Surendra Prasad,Director, IIT Delhi

AdvisorsProf. Surendra S. YadavHead of Department,DMS, IIT Delhi

Prof. Vinayshil Gautam,Founder Head of DMS,IIT Delhi

Chief EditorsDeepu NarayanHarsh Pradhan

Saiba Kataruka

Editorial Board MembersDr. Kiran MomayaMandeep SinghRajeev ChakS P Ketkar

Vatsal Juwariwala

Design TeamFLOPwww.flopmagazine.com

All communication should be addressed to:THE CHIEF EDITOR"CHAOS"Vishwakarma Bhavan,Shaheed Jeet Singh Marg,New Delhi - 110016Phone: +91-11-26591171,Fax: +91-11-26862620

OREmail us:chaos@dmsiitd.org

Printed and Published by:

editorial BOARD

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CHAOS is an annual publication of Department ofManagement Studies, IIT-Delhi. It invites articlesfrom academicians, college students(full-time andpart-time), alumni, practicing managers andresearch scholars. Articles submitted forpublication are screened by the editors, membersof the editorial board and other external referees.To contribute an article for the next publication ofCHAOS, email your text to chaos@dmsiitd.org orpost it to the editorial board address.

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to our READERS

It gives us immense pleasure to present to you the 7th volume of CHAOS – Creative and Holistic Approach to Organization Systems, a bi-annual business magazine of the Department of Management Studies, IIT-Delhi. Full of flair, creativity and colour, the theme of this edition of CHAOS is ‘Business Innovations’.

It is a very happy coincidence that the publication of CHAOS 2009 is coming out when the economies of the World have joined hands to overcome the global turbulence. Although, every new challenge that is overwhelmed opens up a plethora of new challenges to surpass and hence opportunities for innovations in all domains of business. Thus, success in one form of innovation leads to a future where the fundamentals of a burgeoning business are tested even more. Our country has been a witness to a record number of business innovations, be it at the core of technology and manufacturing or at the tubewells of our vast farmlands. Our new image as a rising global giant has been internationally recognised. CHAOS 2009 addresses this very euphoria of indian business innovation scenario and its future in the limelight of articles portraying the thought processes and knowledge management across various disciplines and sectors of the indian business story.

We thus present you the story of an exuberant new India spread across two dozen articles from our esteemed faculty, guest lecturers, students, research scholars, alumni and the corporate world. Well crafted, crisp and beaming with knowledge, these articles will take our readers into the myriad world of current Indian innovation stories and help them develop insights about the future of Indian businesses – our future.

A peep into the beautiful life at DMS, IIT-Delhi and the plethora of activities, both academic and co-curricular, that take place at DMS round the year, is also a part of this edition. Various snapshots, facts and anecdotes as well as mind boggling quizzes interspersed in this edition will keep our readers, both interested and enthralled.

It is gratifying to note that the readership of CHAOS has increased multi-fold over these years and is circulated amongst both corporate and academia across the country.

We are grateful to all who have helped us reach the present heights. We take this opportunity to thank our contributors, advertisers and well-wishers for their continual support in this endeavour.

Our best wishes for your better future.

Happy Reading!!

Disclaimer:The views and the insights expressed in the articles in this publication are those of the respective authors and do not reflect the views of the institute. The authors of the articles are solely responsible for the articles and the Editorial Board at the Department of Management Studies, IIT-Delhi does not accept any responsibility for the validity ofsource of information and references quoted for them. Due effort is made to acknowledge source material referred to, but the Editorial Board does not take any responsibility for any omissions. It is the author's responsibility to obtain permission to reprint figures, graphs and other statistical data previously published with copyright restrictions. Allcopyrights are respected.

CHAOS team

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From The Head Of The Department 7From The Founder Head Of The Department 8

Business Innovation for Competitiveness 11THE ROLE OF MOBILE TEXT MESSAGING AND CHEAP INTERACTIVERESPONSE (IVR) SYSTEMS IN IMPROVING PATIENT HEALTH CARE COSTS IN INDIA 14

Colligo Sapiens 16

All That Curiosity 17India's Growth Story 19Economies and Culture 21Innovation is about managing Chaos 23

Genus ad Infinitum 26

Free the Motor Vehicle Act of NOCs and Permits 27PPP: Government Delivery Model of the Future 29Indian Telecom: Innovation is the way 31Little Thinking for the Big Innovators 33

Funny Buisness Innovations 35

Discipulus Pavimentum 36

Operational Innovation in IT 37Green IT: Road Map for IT Consultants 39Sports Marketing in India 43Role of ICT in bridging the Digital Divide and Rural Upliftment 45 Troubled Times... or a lesson for the future 47Socializing with the Market: Phenomena of Orkut Marketing 48The Businessman of Tomorrow 50New Age Marketing Mantra 51Global Sales Force 54

Social Media: An Effective Business Tool 56 The Enhanced Telecom Operation Map (eTOM) 57

Building India Inc 2008 59Annual Finance Rostrum 2008 62Annual IT Rostrum 2008 63Annual General Management Rostrum 2008 64DMS Committees 65DMS Initiative 67Buisness Quiz 68

ContentIn This Issue

Magister Magnus 10

summer placements at dms iit delhi

page no. 9

Business Innovation for Competitiveness

page no 11

page no 14

Role of Mobile Text Messaging and IVR Systems in Healthcare in India

All that Curiosity

page no 17

India's Growth Story

page no 19

PPP: Government DeliveryModel of the Future

page no 29

Indian Telecom: Innovation is the way

page no 31

Little Thinking for Big Innovators

page no 33

Operational Innovation in IT Understanding

Operational innovation

Understanding SaaS

Study of PPM practices across the industry

Our SaaS Business case for PPM

A SaaS PPM Model

Recommendations and conclusions

Survey of Respondents from IT companies

Web resources

Books and Research databases

Web SIIA resources

page no 37

New Age Marketing Mantra

page no 51

Building India Inc

page no 59

India’s Growth Story

Compiled By: Adarsh Reciwal

Compiled By: Adarsh Recriwal

institutions from 1950-1980, but our problem was growth. Now we have growth, but our institutions are failing. So what really explains India’s economic success ?. The answer is that every government has reformed since 1991, opened economy to trade and investment, dismantled controls, lowered tariffs, dropped tax rates, broken public sector monopolies. Young minds are liberated. It reminds me of an interaction with a tea vendor, about a 14 year old boy , who told me that he earned Rs.400 per month from that job and spend it to attend a computer class held in next village. He dreamt of becoming “Billgay” one day. There was a certain confidence in his dreams , even though he did not even know the name of Bill Gates properly , but then he was acting upon what little knowledge he did have. And this story is not unique. As I traveled more villages , I had more such encounters. What this tells us is that our youth is more ambitious than before. It is said that the

Prosperity will spread in India but happiness will not until we fix governance.Even though the world has just discovered it, the Indian growth story is not new.It has been going on for 25 years. Its GDP has been on the rise since 1950 and population growth rate has been decreasing after the 1980’s, literacy rate is on the rise, middle class is exploding and poverty is declining

The Indian growth model is unique. It is led by domestic factors based on consumption and hi tech capital intensive industry whereas other economies of South East Asia are export driven, based on investment and low tech labor intensive industry. Being led by domestic factors , our economy is less volatile and is somewhat insulated from global downturns. Since our economy is consumption-led it is people friendly and consumption as percentage of GDP is 64% which is one of the highest in the world.

The world needs another big consuming economy

after the U.S. The entrepreneur is at the centre of the Indian model. India’s success is market-led whereas China’s is state induced and these are the reasons for the success of Indian economy. We have a vibrant private space There has been a rise of globally competitive Indian companies like Infosys, Bharti etc. About 100 Indian companies have market cap of US$ 1bn.. 1,000 Indian Companies have received foreign institutional investment.125 Fortune 500 companies have R&D bases in India. 390 Fortune 500 companies have outsourced software development to India. 80% credit goes to the private sector. However we have a problem with our public space. We have a dynamic democracy and free media but despite of that we have poor governance. Economy grows at night when government is asleep. The success of the IT sector has been due to the fact that there is no government interference in that sector.

Ironically, we used to have world class

language of the 19th century was British English, of 20th century was US English whereas language of the 21st century would be Indian English. By 2010 India will have world’s largest number of English speakers. When 300 million Indians speak a word in a certain way, that will be the way to speak it. However there are certain impediments to our growth. We still need better infrastructure. We still have fiscal deficit and above all we have poor governance.

Our education system is reasonably good for the top 20% but for the rest is quite abysmal. Our caste system may also prove to be a hindrance to our growth. So there is a need for us to take affirmative action. In the end I would like to say that India’s growth will be slower than China but its path will be surer.

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Funny Buisness INNOVATIONS

1 Adjustable Clothes for Kids

Ziprips are a line of stylish adjustable separates that grow up (down, actually) with kids 1 to 6.Pants, skirts, dresses and overalls are designed with inserts that quickly add or remove extra length from hip to hem.

2. Convenient Reading Chair

Bibliochaise the chair-cum-library is designed to hold 5 linear metres of books and a book-lover as well

3 Multi Cola

Ipifini's Programmable Liquid Container technology employs buttons on the container's surface that release additives (flavors, colors, fragrances) into the liquid.

4. Drink in a tube

Wenger Co, which has been making mustard, vinegar, ketchup, etc for more than a century decided to fill metal tubes with energy and vodka drinks under the GO range

5 Funeral Marketing

Armed with research by Pollara, which found the single biggest thing consumers want from thuneral/ cemetery industry is information, Mount Royal Commemorative Services decided to (use) marketing efforts educate consumers about the funeral and cemetery profession

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Discipulus Pavimentum

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3. Better Collaboration: With globalization, Teams work across borders and boundaries. Projects are not confined to geographical locations but spread across the world. There is a greater need to collaborate –and this is achieved through SaaS. Better internal collaboration and external collaboration are achieved.

4. Rapid innovation is possible: Vendors are building new capabilities into PPM software. Hence time and money constraints are imposed on PPM implementations. With SaaS architecture in built, rapid innovation is possible, with each change being constantly included into the PPM capability.

6. Incorporation of new services: PPM delivery over the net offers greater scope for additional content like knowledge sharing over the web. As PPM matures, there is a greater need for integration and the high levels of integration can be met through SaaS.

Our proposition is a model on the lines of Project Portfolio Management Software which would be deployed on a SaaS basis and grant all the functionality of the conventional on-premise offering. The identification of cost elements has been done for the document management system of a project portfolio manager that can support from 1000 -3000 users without significant change in the infrastructure.

Risks associated with SaaS-PPM implementation

1. Reluctance to adopt new offering by enterprises: Resistance to Change2. Defects/disruption in service: Any unanticipated downtime or unavailability could serve as a risk as it would affect the availability of the service at the customer’s end. 3. 3.Consumer flight riskIn the SaaS model, there is a high replacement mobility, which increases the vendor’s risk and this risk is termed as flight risk.

Conclusions & RecommendationsCurrent project portfolio management practices need to be modified due to the lack of flexibility. An innovative method of achieving excellence is by operational innovation.Software as a Service implementation (SaaS) for IT Project Portfolio Management has been identified and the business case for the same has been provided along with justifications for the same. There is a considerable cost savings in the implementation of SaaS-PPM along with other benefits like reduced time to implement, freeing up of resources and better collaboration. Clearly operational innovation in Project Management can change the way processes work within an organization. We recommend the SaaS implementation of Project Portfolio Management for Small and medium enterprises.

Application Server

Database Storage Servers

Repository

Integrated Project Portfolio Management

Laptop

Desktop Internet with firewall

Desktop

Remote Client

Laptop

Goals Constraints Opportunities Risk Alternatives

Green IT: Road Map for IT Consultants

We may be in the midst of a global economic crunch but that certainly has not halted the industrial growth we have been seeing over the past few years. This certainly holds true for global energy consumption – the consumption of petroleum-based products is hitting an all-time high. We may be approaching an energy crisis and with it, an environmental crisis with issues such as global warming at the fore. The new face of corporate social responsibility is ‘green’, and more companies are jumping onto the eco-friendly bandwagon, projecting their green face in the hope that it will appeal to consumers and along the way maybe help save the planet. As such, companies that manage and mitigate their exposure to climate-change risks while seeking new opportunities for profit will generate a competitive advantage over rivals in a carbon-constrained future. Information Technology (IT), as the major, high-profile consumer of energy in an organization, has to demonstrate its commitment to reducing carbon emissions.

This brings the spotlight on Green IT Consulting, the next facet of IT consulting services. Green IT can be described as : "the optimal use of information and communication technology (ICT) for managing the environmental sustainability of enterprise operations and the supply chain, as well as that of its products, services, and resources, throughout their life cycles.” Green IT services can be defined as:“Consulting services that help enterprise IT organizations reduce their companies’ environmental impact by assessing, planning, and implementing initiatives that make the procurement, operation, and disposal of IT assets more environmentally responsible.”Green IT services are the next big thing in IT consulting with Forrester Research, in early 2008, predicting that Green IT would be a $4.8 billion industry by 2013. The firm polled 130 companies and found that only six used a green IT service provider, but that 6 percent

more were planning on it, and another 18 percent were considering it. The question to be addressed now is what is the way forward for Green IT consultancy firms. How are they to make the most of what promises to be the future of IT consulting?

Present ScenarioThe aviation industry has come under a lot of flak recently for their negative impact on the environment. Aircraft are reported to account for 2% of the earth’s rising carbon footprint with little sign of abating. Surprisingly, the IT industry has come under the same spotlight and for the very same reason; the IT industry is itself responsible for another 2% of global CO2 output. Mounting public pressure and potential legislation to counter this has forced the industry to rethink the way it operates and also review its policies and objectives. From a business perspective, organizations across all sectors, confronted by rising energy costs and global economic downturn, increasingly seek IT solutions capable of reducing costs or providing greater output for the same cost.

Computer manufacturers have responded with marketing campaigns aimed at clients keen to show and view themselves as “environmentally responsible.” In some cases, this green marketing message happily coincides with developments that are happening anyway as the relentless

Lalitha RamanathanLalitha Ramanathan

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Does anyone remember the Dell Hell phenomenon ? Coined by an aggrieved customer, it was a classic example of how web savvy consumers of this era made a company change its customer service.A single post by jeff harvis among a community of enthusiastic , opinion hungry bloggers triggered a wildfire that contributed more or less to a great part of the slump in dell sales in 2005. But history witnessed DELL retorting by opting to use the same technology used against it. Today,the company website features almost all kinds of social networking tools ,be it weblogs, communities, podcasts or RSS feeds.Allan Jenkins said “Your brand is stronger than your reputation and that is what comes up when you are googled” .As a typical google user I would like to put forward a question here. What is the reaction when you type in the name of an organisation you need information about and it doesn’t show up in the initial google results page. The hidden potential!!!A couple of years back when social networking sites started to become popular, The questions asked were like “is this the end of online dating sites?” But many overlooked the tremendous potential that they offered. Be it aggregators, connectors, feeders or publishers. Basically a form of stealth marketing involving not one but many customers,making them involved in the repertoire building of the product that they themselves come to the company asking for the product.As is evident from the case of Dell , pull marketing is going to thrive in the near future and customer service is the new avatar of marketing. If earlier the company had to send across engineers to all the bloggers to effectively “Shut them up”, now they proffer more of a constructive involvement where the issue faced by the organization is thrown open over a free platform where the ever enthusiastic “free runners of the web” would fight it out to come up with good solutions. What the organization has to do is to merely choose the best out of those. Did anyone imagine the amount of cost saving involved?Atleast some of us would remember now the xeta shootout competition , where users were invited for designing the new ad for xeta. Don’t you feel that the customer is actually living the marketing experience?

Companies actually make their private kiosks inside virtual worlds like secondlife , the customer has to merely visit these kiosks and they are free to try out

Managing Global Sales TerritoryWith changing environment, a number of managerial decisions about sales territory should be revised. Manager has to consider option of company sales force or sales agents. The criteria for selecting global partners in the global marketplace are reviewed.

Company Sales force or sales agent ? An extensive study of industrial and consumer goods companies reported that 72 percent of global firms outside US employ independent sales representatives. Typically, companies use agents when they enter developing market with low sales volume. This make sense, because agents are often paid higher, incentive-oriented commission, but when sales are not forthcoming, agents receive no remuneration for efforts. Global forms engage agents when[a]Market are geographically dispersed[b]There are few customers in marketplace[c]The firm is inexperienced in global marketing[d]The product is new and demand is uncertain

While agents are cost effective, they may be problems ensuring company loyalty. Firms choose a company sales force when there is need to control their activities. Sales manager can both direct and expect the company sales person to work toward achieving goals set by firm’s management. Company salespersons must receive a salary and benefits even if sales do not justify these expenses. Conversely sales agents receive commission only after sales is made

Harsh PradhanHarsh Pradhan

many things untouched in their life, be it sales or marketing. Real time problems of the organizations are conveyed to the end users who workout a solution for the same, be the returns money or fame or satisfaction for them. Ultimately the company is getting a solution from the user of the product.Many of us have whine about real talent going unrecognized, organizations revamp their recruitment process time and again to optimise them. SOCnets have created concentrated talent pools , where members with similar passions flock together, all that the company has to do is to identify one and harness. Android platform by google where users can share their applications and innovations is one such example.Today a video podcast clubbed with some RSS feeds is all it takes to market your product online. The automatic distribution mechanism takes care of itself (dubbed the post and forget feature on the lighter side). As search bots jumps from one link to the other , thus hitting thousands of webpages, that increases your pagerank and effectively your brand value.Two major features of the social media that should not be overlooked by any organization wanting to use it is Dynamism and proliferation. If an organisation cannot follow up the changes and happenings regularly it should not venture into blogging or social networking. Similarly a half hearted attempt can prove fatal and may even lead to a decrease in your actual value.Similarly the uncontrollability of the medium should be taken into account. Even the wrong interpretation of a single word in your message can trigger a controversy. After all its news hungry vox populi who prowl these networks.How to do it???But when and how should a company venture into the space. The obvious virtue to be used is Observance. Staying outside and watching the group dynamics for a while enables one to plan his promotion techniques and as I had already mentioned the entry has to be made not as a promoter but a fellow member. Because the ultimate motive is to earn the respect of the group.This explains why some existing companies hire well reputed bloggers to promote them rather than starting their own blogs. You are not expected to render your statements aggressively, but make a social group listen to you.I guess now we are left with the task of coining a term for the organization for which the entire population works.

Deepu NarayanDeepu Narayan55

Social Media: An Effective Business Tool

Annual IT Rostrum 2008

The first session was chaired by Mr. Palash Jain, Director Google. He is currently the head of the Google operations in the Delhi-Gurgaon region. Mr. Jain took to the podium and gave a brief insight on ‘What is Open Innovation’ and how companies such as Google have incorporated Open Innovation as a business model to sustain and grow. He stressed on the importance of adopting ideas from disparate sources like customers, vendors, clients and even competitors to develop and sustain in the rapidly changing business environment. He also impressed the audience with a few interesting snippets on YouTube, iGoogle, GoogleMaps and how some of the key features in these applications were developed by the innovators outside Google.

The second speaker was Mr. Agendra Kumar, Director, Global Accounts, Symantec Corporation. He provided valuable insights on how open innovation can be used in diverse fields such as Outsourcing, Computer and Data Security. This was followed by Mr. Shourya

Roy’s speech on Innovation in Services. Mr. Roy is a member of the Research Lab at IBM and talked at length about the science behind service innovation. He also briefed on the various initiatives taken at IBM in the field of Innovation and the support from governmental organisations and universities.

The last speaker for the first session was Mr. Shantanu Paul, Vice President for Global Delivery Operations, Virtusa. Mr. Shantanu enlightened the audience with real world examples of Open Innovation practices followed in diverse industries such as Pharmaceutical, Auto and Telecom. He also provided some B2B examples of how Open Innovation has been and will be the way forward in various industries in the coming years. The talk was concluded with an interesting anecdote by Socrates on Learning.

The Annual National Rostrum organized by DMS, IIT Delhi held the third in the series of rostrums, was held on September 27, 2008. This was a General Management Rostrum with the theme ‘Mantra for Business in India: Encash the Opportunities, Ponder Over the Challenges’. The Chair of the Rostrum, Prof. S K Jain gave the inaugural address highlighting the need for commitment to work, citing the reconstruction and rapid development of Japan after World War II. He also talked about the opportunities globalization has offered and how India has made use of them in contrast to the Hindu rate of growth pre-liberalization.The first speaker for the day was Mr Syed Safawi, the Executive Director of Bharti Airtel, a member of the Airtel Leadership Team and Airtel Mobility Management Board. His presentation was centered around Unshackling Leadership @ Airtel. He began by talking about India’s growth story, how India can be described as a ‘work-in-progress’ and went on to describe the growth of the telecom industry over the past 15 years. Unshackling leadership at Airtel was credited as one of the reasons for the success of Airtel in India. He also touched upon how Airtel redefined profitability by building their own business model which focuses on their core competency and outsourcing the rest.The next speaker was Mr Subhasish Acharya, Zonal Business Manager, Kotak Mahindra Bank. He began by providing an insight into the recent rumblings in the financial world, saying that the tectonic plates of our current economic world order are shifting and what will emerge is a new global financial order. He focused on the growth opportunities in various sectors such as insurance, financial planning and micro finance, highlighting the fact that low credit penetration presented a great growth potential for the country. Saying that it was not “timing” but “time” that mattered when thinking about long-term investments, he emphasized that this was the right time for equity investments and that investors should participate in a structured bull-run.

Rajeev Kochhar, GM- Commercial and Operations, and Vanish Ahluwalia, DGM- Logistics Operations from the Adani Group were the final speakers for the day. They presented the future opportunities in the logistics sector, Containerization in Global Logistics. The audience was introduced to multi-modal transportation and how Adani Logistics utilized it in transporting vehicles from Maruti Suzuki. The growth and opportunities available at the various ports around the country and the development of the dedicated freight corridor were dwelt upon in detail.

The floor was then left open to the audience for a Q&A session, in which the effect of the US recession on India, a correlation between sub-prime lending and micro-finance and India’s preparedness for 3G technology were discussed.

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The theme for IT Rostrum – 2008 was ‘Open Innovation: A Way Forward?’ The event witnessed participation of eminent guests from the entire gamut of the IT industry with speakers from Google, Symantec Corporation, IBM, Virtusa, Airtel and Satyam. The rostrum was inaugurated with lighting of the auspicious lamp by the respected speakers.

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Annual General Management Rostrum 2008