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D OMINATION
JUL
Y 2
01
3
NEWSLETTER FROM DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
VOLUME-IV ISSUE-05
Contents Faculty Advisor
Dr. R.L. Dhar
Team DoMination
Abhay Kumar
Arun George
Nilaya Shankar
Priyank Singhal
Rohan Krishnan
Saurabh Paul
Sharad Srivastava
Designing Team
Ritesh Kumar
Sabhariswaran P
Saurabh Patel
DEPARTMENT OF MANAGEMENT STUDIES INDIAN INSTITUTE OF TECHNOLOGY ROORKEE
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
………………………………………………………02 | DOMINATION, JULY 2013
Roorkee - 247 667, India Tel: +91-1332-285014, 285617 Fax: +91-1332-285565 Email: [email protected]
04
08
15
18
11
7
12
4
15
Green Olympic
Dream
s In M
y Dre
am
11
Success Story
21
18
15
22
DoMS-Da-Evince
15
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Editorial ………………………………………………………
03 | DOMINATION, JULY 2013 DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
- Regards
Team DoMination
Dear readers,
As it is the month of Ju-
ly, the rain God has finally
started showing mercy amidst
the blistering heat. With the
new wave of excitement and
euphoria in the new session,
we present you with another
edition of DoMination.
This edition has several
thought provoking articles from
a diverse range of topics. The
cover story is on the China un-
der the new leadership. It is a
nicely written article jointly
written by Nilaya Shankar and
Kshitij Vohra which talks about
the major challenges and fu-
ture roadmap. We also have an
interesting piece on how the
concept of sustainability is ap-
plied to a sport event in the
Perspective section. The idea is
captured in the “Green Olym-
pics” by Rohan Krishnan.
The third world is no
longer a third world. There is a
new wave of nations that are
coming up and making their
marks. Sharad Srivastava dis-
cusses such a club, the group of
Mexico, Indonesia, Nigeria and
Turkey, also known as MINT
countries in Economic section.
Their relative positioning vis-a-
vis BRIC countries are also ex-
amined.
Apart from these stimu-
lating articles, DoMination also
has an interview of Anup
Shukla, a 2010 alumnus of
DoMS and currently working as
a brand manager at HCL. It also
has success story of Paresh
Sheth, CEO of indus1ad-
vantage. He also visited our de-
partment as a guest speaker.
These will be helpful to provide
a firsthand account of the in-
dustry.
Domination has a full
share of its fun quotient as
well. It has another round of
quiz for those who love brain
teasers. A beautiful poem
“Dream in My Dreams” by San-
dip Das is like icing on the cake.
We hope that the cur-
rent edition is liked by you. As
we are constantly trying to im-
prove the magazine, you guid-
ance and support are most wel-
come. Please feel free to write
to us for any suggestions and
comments. Happy Reading....
………………………………………………………
………………………………………………………
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
Cover Story
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie
04 | DOMINATION, JULY 2013
Almost all countries around the
world are perturbed because of
one issue, which is slowing the
growth rate and so is China.
With the recent change of
power at the helm in China, the
whole world hears one slogan
loud and clear- Voice of the
Chinese dream!!
Let’s first discuss what
the challenges of the new lead-
ership are. China is undergoing
tumultuous changes viz. social
problems, corruption, slowing
economy, environmental ruins,
land grab etc. These are caus-
ing tempestuous uncertainty
and annoyance amongst Chi-
nese people. In this complicat-
ed situation it is very tricky to
combine political stability with
economic growth. In coping
with the problem, Mr Xi can
give more political freedom,
clamp down on disgruntlement
and discover the new Chinese
dream. The response to these
problems will determine the
valour of the new Chinese lead-
ership. Issues which require im-
mediate attention of new lead-
ership and its solution are:
Change the Economic Model:
China has moved way ahead on
development, reduced poverty
and is now considered only se-
cond to America, however it
needs to radically overhaul its
economic model to once again
embark on the path of rapid
growth, which in recent times
has slowed down. Chinese have
pegged currency value due to
which it is unable to access the
actual state of its currency vis-à
-vis dollar. Thus, China needs
economic reforms like currency
pegged to the market and open
market economy to sustain the
current level of development.
Demographics and rising ex-
pectation: Chinese fertility rate
has gone down mainly because
of the one child policy. This is
China Under New Leadership
creating demographic imbal-
ance and ultimately leading to
more of the adult population
which will culminate into aged
population after some years.
So, what China requires is
awareness and self control and
not coercive control. Currently,
China has a huge young popu-
lation. The Young population of
China has access to the inter-
net, foreign education etc. The-
se facts are leading to more de-
mand from the youth and thus
rising expectations. The expec-
tation is not only economic but
also political in nature. In order
to accommodate the rising ex-
pectations China needs to open
window of opportunity for
young population.
Inequality: Chinese have made
rapid progress in the last dec-
ade, which has been rightly
dubbed as the miracle decade
for China. But the growth has
not been uniform. It is creating
more rural- urban divide, rich-
poor divide etc. Inequality has
risen to such alarming figure
that politicians are worried that
it may cause social disturbance.
Though the government has
taken steps like health care re-
form and housing to obliterate
the inequality, due to the huge
size of China and corruption,
things are moving at a slow
pace. The inequality problem is
so acute that it requires a 360
degree solution to problems. In
order to tackle it, China needs
to tackle corruption, do equita-
ble development, use of more
ICT etc.
Environment: The toughest job
for a developing nation is to
maintain equilibrium between
economic and environmental
considerations. Both need to
be balanced for sustainable de-
velopment otherwise every-
thing will go awry. Already, the
environment malady has
sounded the alarm bell with 20
of the top 30 polluted cities of
the world being in China. River
water is also getting polluted at
an alarming rate; number of
vehicles on the road is increas-
ing. Besides, China’s main
source of energy is coal and it
is one of the largest importers
of energy which is causing a lot
of environmental damage. If
China wants sustainable devel-
opment then it needs to rapidly
switch over to renewable
sources of energy.
Chinese Reform Agenda
- From Population Divi-
dend to Talent Dividend: China
has a huge population from
which it can reap population
dividend but with the changing
global scenario and an aspira-
tion to reach to the top and
surpass USA, it needs much
more. China like the USA is
now concentrating on talent
management which it can uti-
lize in future to emerge as the
number one economic power-
house.
- From “Made in China”
to “Created in China”: Till now
because of cheap labor China
has been the world’s manufac-
turing hub. This certainly gave
a much needed boost to China
and helped it take millions out
of poverty. However if China
wants to take next stride and
wants to stay ahead in the race
then it has to change the tag to
“Created in China”. China is
now focusing more on R&D so
as to create more products in
China.
- From Attracting Finan-
cial Capital to Attracting Human
Capital: China is the number
one destination in FDI. But, un-
der Xi Jinping if China wants to
………………………………………………………
………………………………………………………
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
China Under New Leadership
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie
05 | DOMINATION, JULY 2013
………………………………………………………
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DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
China Under New Leadership
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie
realize what is touted as the
“Chinese Dream” then it has to
start attracting Human Capital.
This calls for a shift from In-
vestment-Driven Economy to
Talent-Driven Economy.
- From Hardware to Soft-
ware: China is generally known
for hardware. But China’s
Achilles heel is its software. In
spite of being aware that it lags
in software, the country is not
able to do much with it. As
software is one area which re-
quire comparatively very less
infrastructure in terms of land
and can reap good returns. So
it can be a fantastic proposition
from the Chinese point of view.
- From emphasis on Sci-
ence & Technology Innovation
to both S&T and Social Innova-
tion: Last few decades have
seen a major revolution on sci-
ence & technology Innovation
grant. Chinese universities are
churning out graduates in huge
numbers and many Chinese
are getting education overseas.
They also have access to the
internet and now they have
their own internet search en-
gine Baidu. All these have re-
sulted into large expectation
on the part of Chinese people.
The people now want much
more freedom, not only eco-
nomic but also political. So, in
order to adjust to these chang-
es and prevent and major so-
cial upheavals in future China
has started focusing on Social
Innovation so as to meet the
rising expectation of the mass-
es along with maintaining the
fabric of the Chinese system.
- From relying on domestic
talents to relying on both do-
mestic and international tal-
ents: Till now China has been
majorly a closed economy. It
has primarily relied on the do-
mestic talent to support eco-
nomic growth. But if China
wants to emerge as a world’s
R&D center and go for what is
called as “Created in China” it
has to open up to international
talent like USA.
- From Resources Driven Econo-
my to Knowledge-Driven Econ-
omy: Resource is lasting but
knowledge is everlasting. So, if
an economy focuses on
knowledge instead of re-
sources it is similar to going for
renewable sources of energy
vis-à-vis non-renewable. Like
renewable resources,
Knowledge driven economy
will be unending as it will put
the economy in an autopilot
mode. USA is able to sustain its
economic powers only because
of the knowledge economy.
The challenges are many but
so are the opportunities. If Chi-
na is able to cope up with
them and maintain its pace, it
can very well achieve its de-
served place. The future is un-
certain but not uncontrollable.
All eyes are on the dragon. Will
it awaken?
06 | DOMINATION, JULY 2013
By-
Kshitij Vohra
Nilaya Shanker
………………………………………………………
Perspective ………………………………………………………
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie
Green Olympic
07 | DOMINATION, JULY 2013
It is very evident that in
the present day and age, terms
like Lower Carbon Footprint,
Sustainable Development and
Renewable Energy have gained
considerable importance. The
question is, why? Have you ev-
er wondered why every busi-
ness and every innovation, no
matter what field it emerges
from, has a “Green” aspect as-
sociated with it? With increas-
ing levels of pollution, increas-
ing Green House Gas Emis-
sions, a cause for concern has
emerged for the future genera-
tions.
What is a carbon footprint?
A carbon footprint has
historically been defined as
"the total set of Green House
Gas (GHG) Emissions caused by
an organization, event, product
or person.” It is frequently ex-
pressed in terms of the amount
of carbon dioxide, or its equiva-
lent of other GHGs, emitted.
Most of the carbon emissions
for the average US household
come from "indirect" sources,
i.e. fuel burned to produce
goods separate from the end
user. These are differentiated
from emissions which arise
from burning fuel directly,
commonly referred to as
"direct" sources of the consum-
er's carbon footprint. The miti-
gation of carbon footprints
through the development of
alternative approaches, such
as the use of solar or wind en-
ergy represents one way of re-
ducing a carbon footprint and
is often known as Carbon Off-
setting.
Scholars suggest that
the most effective way to de-
crease a carbon footprint is to
either decrease the amount of
energy needed for productio or
to decrease the dependence on
carbon emitting fuels. With or
to decrease the dependence on
carbon emitting fuels. With
………………………………………………………
Green Olympic
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE 08 | DOMINATION, JULY 2013
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie
………………………………………………………
the above information it is ob-
vious that in order to reduce
the emission of carbon we
need to adopt the use of ener-
gy sources which are sustaina-
ble and reduce the emission of
carbon.
So what is sustainable
energy? What are the alternate
sources of sustainable energy?
Sustainable energy is
the sustainable provision
of energy that meets the needs
of the present without compro-
mising the ability of future gen-
erations to meet their needs.
Technologies that encourage
sustainable energy com-
prise renewable ener-
gy sources, such
as hydroelectricity, wind ener-
gy, solar energy, geothermal
energy, tidal power, wave pow-
er and technologies designed
to improve energy efficiency.
Many of the sources men-
tioned above have been effec-
tively put to use at one of the
biggest sporting events the
world has ever seen. If this
turns out to be a success which
it will, it could be a huge step
towards a greener planet that
we seek.
There is always excitement
when the Olympic Games turn
up once every four years. There
are many great sports to watch
that we do not usually get to
see, lots of information about
countries and athletes that we
would not otherwise hear and
fascinating characters and dra-
mas that unfold over the three
weeks.
Last year there was
more excitement to watch as
the London Olympics become
the most sustainable, “green”
Olympic Games to date, and a
model for sustainability long
after the Olympics have gone.
This was experienced when the
Seattle World’s Fair was de-
signed to be a permanent im-
provement for the city — a
new community center for the
new century — and it was very
successful. But the London
Olympics had the advantage of
50 additional years of
knowledge of sustainability and
the needs of our planet. With
77,000 athletes, plus all the
coaches, support teams, fami-
lies, judges, organizers and
hosts, one can only imagine the
nightmare of trying to do any-
thing new. Wisely, they set up
an independent commission to
watch over and guide all things
sustainable, which had been
working since the Games were
awarded to London in 2004.
They addressed five are-
as of sustainable life with the
Games:
Climate change, includ-
ing the goal to reduce the car-
bon footprint of the Games —
a huge challenge when you
consider all the construction
and all the travel involved. The
carbon footprint was being
measured, from the green con-
struction phase through energy
use during the Games. The Ve-
lodrome track, for instance,
was built from sustainable FSC
certified wood and was a 100
percent naturally ventilated
building. Also Olympic Delivery
Authority (ODA) achieved a 47
% reduction in carbon emission
if Olympic was built traditional-
ly. When they couldn’t fit in a
wind turbine on the site to
………………………………………………………
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
Green Olympic
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie
………………………………………………………
09 | DOMINATION, JULY 2013
produce their power, they de-
cided to offset some power us-
age by retrofitting energy-
efficient solutions in homes and
schools in the community, a so-
lution that will have great conse-
quences in the future. For the
first time, no cars were per-
mitted on the Olympic grounds;
people had to leave their cars
outside the city and use public
transportation. The transporta-
tion infrastructure of London
was upgraded, which will im-
prove their public transport for
decades to come, as well.
Waste for the landfill was
drastically reduced. The goal
was for zero-waste Games, an
amazing goal, to be achieved
with excellent management
practices and by promoting long
-term changes. It was a mix of
composting, recycling and re-
duced packaging on the site, and
garbage was processed to look
for recyclables, compostable,
and other items that can be kept
out of the landfill. There was
also a huge educational oppor-
tunity there; think of all the
Olympic participants who learnt
about the importance of
“reduce-reuse-recycle,” and
would hopefully re-think their
actions at home. This would
have worldwide implications.
Biodiversity is a key element of
sustainability. Their goal was to
conserve the biodiversity pre-
sent, both in the natural world
and in the human presence.
But they went beyond that by
creating new urban green
spaces and making it possible
for the diverse humanity to
spend time in nature during
their stay.
Inclusion of all was not auto-
matic at the Olympic Games.
Their goal was to assure access
for all and to celebrate diversi-
ty. This reaches out to the fu-
ture life of the location of the
Games in East London.
Prior to the Olympics, the loca-
tion was a particular industrial
area that was very poor econo-
my. The rivers running through
the area were polluted and a
lot of the land was contaminat-
ed. There was even a huge
stack of refrigerators there,
ones that no one knew what to
do with them. We had some
bad Superfund sites there, but
this contamination of the Earth
goes back to the industrial days
of Victorian England.
After the Games, this
community would not simply
have many usable, sustainably
built arenas or community
gathering areas. It has thou-
sands of affordable apartment
homes, also sustainably built
and energy-efficient. The rivers
had been cleaned up. New
parks and green areas had
been established. Small busi-
nesses were also revitalized.
They wanted to create a better
community with walk-able
neighborhoods, but did not al-
low developers to drive out the
working-class people who live
there. Their goal was not to
create a gentrified district for
the privileged, but to improve
the infrastructure of the com-
munity for the people who
were already living there.
Healthy Living is the fifth
sustainability theme. That seems
a given for any Olympic Games,
since the focus is on athletics
and active lifestyles. Many of us
get inspired to take those run-
ning shoes or tennis rackets out
of the closet and put them to
use again. But their goal is to
make that a sustainable part of
the U.K. life.
A healthy lifestyle in-
cludes living within the limited
………………………………………………………
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
Green Olympic
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie
By-
Rohan Krishnan
DoMS, IIT Roorkee (2012-2014)
………………………………………………………
10 | DOMINATION, JULY 2013
resources of our planet. Eating
well, being physically active in
the outdoors, and improving
our physical environment will
improve our own quality of life,
our well-being, and our happi-
ness. This, too, is something I
hope will spread throughout
the world. The Olympic Games
were inspiring on so many lev-
els; this year we can also look
forward to being inspired to be
sustainable citizens of Earth.
The Future of this planet lies in
the hands of its present gener-
ation. Let us learn about this
creative cause and try to apply
this wherever we can in our
daily lives. A little contribution
from each of us could go a long
way in saving our planet. So let
us “Wake Up and Drive”.
………………………………………………………
Chlorophyll ………………………………………………………Its wise to learn, its GOD like to create
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie
One day
I heard a melody from a long distance
May be it should be a known tune,
It may tune of mourning or must mourning
I guess the distanced tune…
Hold it on my ear
And kept it in my heart
One night
I threw all my dreams
High above the sky
All went into oblivion,
excepting one.
It came unstuck
I did not allow it fall
To the earth.
Took it on my palm
And kept it in my heart
Years after I opened my heart
And saw it again in my heart...
I still have that Dream
In my Dreams..........
And don't ask me why,
Just don't ask me why...
By-
Sandip Das
DoMS, IIT Roorkee (2012-2014)
Dreams in my Dreams
11 | DOMINATION, JULY 2013
………………………………………………………
Qutopia ………………………………………………………
It’s Exquizite, Kills your Quriosity and adds to your Quizdom. Need we say more? ‘Qutopia’ – A Utopia of the best Biz Quiz Tidbits to wreck your brains! Rush in your answers to [email protected] before 10th August, 2013. The winner will have their names published in the next issue. Also, person getting the high-est score in every quarter of the year will get a gift voucher. Answers in the next issue of DoMination.
Section A (1 Point for each correct answer)
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
1) This school has produced one PM, 9 cabinet ministers, 3 chief ministers and a host of other
CEOs and chairmen of various Indian and international companies. Which school is this?
2) What is the name of the first cold drink in India, started in 1949?
3) A market which has only one buyer and a number of sellers is known as ……………………….
4) X is a financial institution started in 1911 and was one of the first of its kind to be wholly
owned and managed by Indians.
5) Combining Biometric, Anthropology and Information technology together, the first human
DNA bank of Asia is set up in this state capital. Name the city.
6) This company was started with 14 jets and 389 employees. It is also famous for bringing a
Hollywood flick to life by helping a 13 foot shark reach the studio. Identify the company.
7) In 2004, Forbes named her as the first person to become a US dollar billionaire by writing
books, second richest female entertainer and 1062nd richest person on earth. Who is she?
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie
12 | DOMINATION, JULY 2013
………………………………………………………
Qutopia ………………………………………………………
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
Section B (2 Point for each correct answer)
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie
1) Identify the logo
2) Identify the movie by below picture.
4) Identify the person. This man is one of the most
popular singers of 20th century and also referred as
“King of Rock and Roll”.
3) Identify this famous festival of Spain, held
on last Wednesday of August.
13 | DOMINATION, JULY 2013
………………………………………………………
Qutopia ………………………………………………………
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie
Section A
1. Maruti Omni
2. A. R. Rahman, Sivamani
3. Durand Cup, India
4. Centre for Development of Advance
Computing (C-DAC)
5. Google
Section B
1. Ang Lee, Academy Award for best
director for the movie “Life of Pie”
2. Cyrillic Alphabet Day
3. Volkswagen
4. Harry Potter
Answers for Apr’13 edition
Winner of April Edition
Mayank Srivastava
Basawa Technologies
14 | DOMINATION, JULY 2013
………………………………………………………
DoMS-da-Evince Anup Shukla is a 2010 batch pass out of DoMS and recently joined HCL as a Brand Manager. Earlier he was working as Senior Associate Consultant in Infosys.
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie
………………………………………………………
Q: Please let us know about
your journey prior to joining IIT
Roorkee.
Ans: Before Joining IIT Roorkee,
I used to be an over ambitious
youth who was aiming at con-
quering the whole world, quite
literally indeed. After com-
pleting my B.Tech. in Computer
Science & Engg, I tried my hands
at starting my own company and
website for a while, but when
things didn’t go my way, I pre-
pared for various PSUs and ap-
peared in the interviews of
many of them including HAL,
IOCL, MTNL, SAIL and CRIS. Since
CRIS was the first one to offer a
job and working for the IT wing
of world’s largest employer was
too much to resist, I served 15
months in an SAP profile with
CRIS before joining IIT Roorkee.
Q: How was your summer in-
ternship at Thomson Press?
Ans: During 2009 when financial
crisis had hit the job market re-
ally bad, the internships were a
rarity. But I was fortunate to
find myself a good one in Thom-
son Press which is one of the
largest presses in Asia. I got to
know and study their Business
model closely and performed
various ratio analysis to gauge
their operational efficiency and
scope of improvements for the
entire business model. All in all
it was a good study from the
perspective of finance and oper-
ations and business found it use-
ful too.
Q: What are your roles
and responsibilities at Infosys?
Ans: Ever since I entered In-
fosys, I made it a point to learn
something new each day of my
life in the entire journey that is
coming to an end on 30th April
2013.
I started with consulting in SAP
Sales and Distribution module
and worked for prestigious cli-
ents like Baker Hughes and Ap-
ple. The Business processes of
these organizations were some-
thing that can enrich one's un-
derstanding of business for life.
Apart from that I also engaged
myself in Pre-sales activities re-
lated to SAP practice and re-
sponded to many RFPs, since I
had already the experience of
working on RFPs from the client
side in CRIS and were consid-
ered an SME (Subject Matter Ex-
pert), out of which many were
able to win new business of
Infy.
Later on I got opportunity to
work with the marketing team
of CS&I (Consulting System and
Integration) and I worked for
SAP marketing. The roles and
responsibilities from marketing
side were event management
support, Internal and external
branding, analyst integration
and market research related ac-
tivities.
Q: How your experience at In-
fosys is different from CRIS?
Ans: Very different indeed, and
not just because one belongs to
public sector while the other be-
longs to private. I worked in SAP
related profiles in both the orga-
15 | DOMINATION, JULY 2013
-nizations but I was working
from the business or client’s side
in CRIS and was doing vendor
management and preparation
and evaluation of RFPs, whereas
in Infosys I was working on the
vendor side and trying to re-
spond to the needs of clients,
both existing and prospective.
So one can say that I had a 360
degree experience of IT in ERP
solutions.
Apart from that I also used to be
a part of a decision making team
and process in CRIS, which use
to make decisions on behalf of
Business (Railway organiza-
tions), but in Infosys I learned
how to influence the decision
makers and how to market them
the solutions. Both the experi-
ences are complimentary to
each other.
Q: What changes do you see in
customer expectation, particu-
larly in IT industry?
Ans: The customer has become
very demanding indeed in the
past few years. IT is no longer
the goose that lay golden eggs
or the IT of late 90s or early
2000’s. It has become some-
thing much more throat cutting
and competitive. The profit mar-
gins for IT majors have been
marginalized and even the most
loyal customers are threatening
to move over to other options
since the perception of Busi-
nesses about IT is that of a cost
that they must bear in order to
keep the show running. The low-
er the cost the better the busi-
ness feels. But still, the truthful-
ness and commitment of the IT
service provider holds the key to
customer’s trust. Since IT is
more intangible in nature than
any other industry and can’t be
defined in terms of expertise
alone. But also the ability of a
sector to innovate and attract
and retain talent plays a major
role in satisfying the customer
as well as prosperity of overall IT
sector.
Q: Recently there has been a lot
of talk about analytics. How do
you see the function of ana-
lytics in your job?
Ans: Analytics does play a key
role in any business since inter-
pretation of data in an intelli-
gent form can be a key asset to
any decision maker. That is the
reason why SAP HANA, SAP BI,
Oracle BI tools are so much in
demand in the market.
For any business the dashboards
that provide varied representa-
tions and interpretations of data
can be quite useful since the da-
ta that is getting generated from
any form of business has been
increasing in leaps and bounds
and it is quite impossible to ana-
lyze it all for a decision maker.
But analytics can’t provide you
the insight of the data that is
represented to aide a decision
maker; neither can it make a de-
cision on behalf of a leader who
has to rely on his or her instincts
to make a key decision for busi-
ness. So analytics can be only as
good as decision maker himself.
Since I was not in a decision
maker role with Infosys, ana-
lytics were of no use to me in
particular, but I did played with
excel a little as and when re-
quired .
Q: What has been the most
challenging role so far? Would
you like to share any interesting
incident with us?
Ans: The most challenging role
of my life so far is the next one
that I am about to join. I am
joining HCL Technologies as a
Brand Manager and have been
assigned the profile of Co-
branding and partner branding.
It will be quite a challenge in-
deed since HCL does not have a
………………………………………………………DoMS-da-Evince
………………………………………………………DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie
16 | DOMINATION, JULY 2013
………………………………………………………
DoMS-da-Evince
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie
………………………………………………………precedence of partner branding
and is a very fast growing com-
pany. So in a way, I will be glob-
ally responsible for not just
Brand HCL, but also prestigious
partners like Microsoft, Oracle,
Cisco, SAP etc. Since Branding
was my dream profile, this is a
challenge that I am going to en-
joy a lot.
An interesting incident that
comes to my mind was that of
Jigyasa in 2009, when I was the
co-convener of the event and
in a bid to inspire my batch ma-
tes to write a paper on finan-
cial crisis, I started writing a
number of jokes and other arti-
cles to get their attention. It
was a form of social media ad-
vertising and interaction. My
efforts yielded results and our
batch won the first and third
prize in the competition. That
was the most satisfying experi-
ence of my life in a leadership
role.
Q: Any message for the readers,
especially for the current batch
of DoMS?
Ans: Chase your dreams to the
last corner of the universe and
don’t you give up no matter
what.
Always believe in yourself and
constantly keep moving in a pos-
itive direction.
I know you can do it, because
after all, I am one of you .
17 | DOMINATION, JULY 2013
Anybody can
come up with new
ideas.
Innovators make
them happen.
“Michael Leboeuf “
Success Story ………………………………………………………
………………………………………………………
Mr. Paresh Seth joined us for
'Vipanan', the annual meet or-
ganised by the finance club. He
made an invigorating speech
outlining his philosophy and
the way the world of invest-
ment banking works.
In an interview given to team
Domination he gave elaborate
answers to our questions. Fol-
lowing are the excerpts of the
interview
In your speech you said 'be
like Arjuna' and 'you have to
apply the knowledge'. In a
business environment can a
person be really like Arjuna
and focus on one eye alone.
What about the bigger envi-
ronment and multiple stake
holders?
The trick is execution. Execu-
tion determines where you
reach in your career. Execution
always starts from within.
When you are setting out on a
journey to do your MBA you
could have gone to any C or D
grade institutes or you could
have gone into an IIT or IIM.
Now your luck was with you
and you landed up here. A man
should have an inner level per-
spective on two things. One is
about what is that you want?
When you think what is that
you want, you forget about all
government regulations, big
businessmen etc. Leave that all
for the moment. I am interest-
ed in engineering let me join
that, or I want to join a big in-
vestment company let me do
that.
The second thing is what
is it that you have. That is inner
perspective. That includes your
inner confidence, personality,
MBA etc. Now you need to
concentrate on networking
skills, presentation skills,
knowledge base etc. I am say-
ing if you have average presen-
tation skills average networking
skills you can still log on to
linked-in and you can ask peo-
ple regarding their opinion on
projects you have ventured out
or a research report you have
prepared. You have to reach
out to the industry. Why do
you wait for the college infra to
organise an event and meet
the people?
If you do research on
things like analytics, broking
etc and you reach out to audi-
ence based on this then you
have better prospects. Reach
out to people. Prepare a ques-
tionnaire and circulate it to 100
people in the top management.
At-least 30 people would reply
back and that is enough for
you.
You have a good
platform and you need to use
it. Every broking company out-
sources research. 5000-6000 Rs
is the going rate for research
report in the market. Making a
research report is not rocket
science. In 2 years time make
20 research reports after con-
sulting five or six CEOs. Do it
for mid sized and small sized
companies. Organisation norm
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
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Mr. Paresh Seth runs an investment bank “indus1advantage” and specializes in
cross border joint ventures and alliances. He is also an advisor to several compa-
nies including UB Engineering Ltd. and P Mac Pvt. Ltd. He was a faculty for strat-
egy at a leading management institute in Mumbai for 3 years and now works
with a leading management institute as the Dean & Director.
18 | DOMINATION, JULY 2013
Success Story ………………………………………………………
………………………………………………………
is not stopping from doing it.
This is something I have discov-
ered and this works. There are
no organisation norms; there
are only mental blocks from
preventing you doing things
Can you comment something
on family office business? How
large is it in India?
When you become rich
you buy gold, property more
stocks. Beyond that what will
happen? Beyond that you will
put your money in a separate
ear-marked company and ask a
professional to manage it. You
have a business somewhere
and this is the extra money.
This is called as family business.
You are appointing someone to
make money for you. You may
put it in a trust or a private lim-
ited equity company. Emami
has family office, Narayana
Murthy has family office,
Mukesh Ambani has it.
We help family business-
es invest in new businesses. It
may be engineering company
or education. If you have 100
crore Rs how much money you
will put it in stocks? Maximum
30 %. The rest you invest in
businesses. Our speciality is,
we advice people on that. We
are the people because we
bring lot of foreign companies
for joint ventures. We are in
touch with Indian and foreign
promoters. We know the feasi-
bility and business models. The
High Net worth Individuals also
believe us. This is a natural pro-
cess which has evolved. Many
family offices want to get into
education. We also help them
to do so.
From the investment bankers
point of view how you deal
with uncertainties? For exam-
ple there were sudden regula-
tions for mining activities in
Goa? How such situations are
dealt with?
As an investment banker
issues are there in all cross bor-
der dealings, whether it's
heavy engineering or defence.
That is part of the job. I am re-
ally not worried about it. My
company is competing with
companies like KPMG, Ernest
and Young etc. which are in-
volved in cross border dealings.
It is the risk of being in busi-
ness. Zero risk means zero
business. If three or four deals
are stuck due to regulatory is-
sues then so be it.
Sir, can you comment on the
investment capping of 26% for
promoters in the new banking
law? How will the raising of
capping affect the business
from the promoter’s point of
view? Does it change anything
on the ground?
If you are the promoter
you will keep the 26%; the 74
percentage won't go to IPO.
Only around 30-50 percentage
will be IPO. So who will get the
rest of the shares? It depends
on promoter. The promoter
will place the fund with some-
body close to them. If company
'T..' comes up with a bank then
they won't allow the 74% to fall
into the hands of company
'B...' which is its competitor. 26
percentage of shares is more
than needed.
How good is it for society that
MBAs are to do jobs and not
businesses? Isn't it true that
more often B-schools teach to
get into existing businesses
not to create new ones?
It's a very bad thing that
MBAs are taught to do jobs.
You should be taught both. You
should teach a young mind a
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
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19 | DOMINATION, JULY 2013
Success Story ………………………………………………………
………………………………………………………
lot of things but let the young
mind decide for him on what
he should do. The best of the
brains are doing an MBA. So
the best are taught not to do
business. But if you ask me
whether you should do service
or business, I will tell service, at
least for first 4 or 5 years. The
skill-set is forced to develop in
such a direction that you are
forced to do a job the rest of
your life. Very high importance
is there for financial modelling
skills but zero importance for
negotiation skills. That is why
you should do service for at
least four to five years. You get
a salary to network. Your skills
will develop at somebody else's
expense. Really all B-schools
are tuned to create salaried
employees. 'Innovation' is a
lecture (for you) but that is
what it is. Innovation will hap-
pen due to brainstorming but
you will be never doing that.
You are not tuned to innovate
but you are tuned to recognize
innovation.
Can negotiation be really
taught?
Yes it can be definitely
taught. That is why deal mak-
ers are deal makers. There are
very few deal makers in any
company. Many are there who
will meet customers, do
backend job, do middle level
jobs but not deal making. Your
actions are only limited by your
thoughts. Your thoughts are
limited or framed by people
you meet or the book s you
read. If you read only financial
modelling then your actions
will be based on that but if you
meet CEOs and talk with them
then your ambition changes.
People you meet and books
you read are in your hands.
This will percolate into actions.
Anyway, this has to percolate
into actions.
Are radical changes needed in
MBA curriculum?
There are lot of changes
needed, but it's not a subject
for you or me to comment. You
can do many things in the ex-
isting system like meeting peo-
ple and networking. Network-
ing is the key; nobody prevents
you from doing that.
There are two types of skill sets
you need. 99% do not develop
it because they have not
thought about it. One is your
specialisation; HR, marketing
etc. The other is industry skill
set. (At this point he draws a
set of parallel lines on the pa-
per and marks it as HR, mar-
keting etc. Then a set of per-
pendicular lines are drawn
across it and marked as bank-
ing, heavy engineering etc.).
The intersection is the sweet
spot, say for example HR job in
engineering company may be
the sweet spot for me. Most
people are experts in HR, IT
etc. Ninety nine percentage of
MBA students do not have
knowledge about the industry.
Study French language, study
German, study new pro-
grammes.
From a person who brings in
business to an organisation to
a person who starts up his
own ventures what are the
factors that motivates. What
will be the day I will decide
that I will sell this particular
product in particular region.
The right opportunity or the
right support? What was that
in your case?
In my case or in any
case, I will repeat it again, your
actions are limited by your
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
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20 | DOMINATION, JULY 2013
Success Story ………………………………………………………
………………………………………………………
thoughts and your thoughts are
limited by the people you meet
and the books you read. At
some point of time somebody
may have told you that engi-
neering is the best job; may be
in childhood, you may be not
remembering that. These are
the factors that have con-
sciously or subconsciously giv-
en you thoughts. Then you de-
cided that engineering is the
job for you. One of such things
will be the motivating factor.
Any suggested reads for us?
You read what you like
to read. I don't read manage-
ment books. I don't read self
help books. It's a personal
thing. Some people get moti-
vated by that. To each his own.
But you should read. At least
read ET; start blogging, go to
sites, read about people.
(Later he tells that 'Barbarians
at the Gate: The fall of RJR
Nabisco' is one of the books
that he enjoyed.)
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie
21 | DOMINATION, JULY 2013
By-
Arun George
DoMS, IIT Roorkee (2012-2014)
………………………………………………………
Regardez I’economie ………………………………………………………
In this globalized world, the
economy plays a crucial role.
Today nations are not recog-
nized for their military or politi-
cal power but on their econom-
ic might. Every country tries to
leverage the maximum from its
competencies. They also form
alliances with other nations to
optimize benefits in accord-
ance to their relative ad-
vantages. We already have a
number of such unions and alli-
ances such as the G8, BRIC
(now BRICS due to inclusion of
South Africa) and SCO. Recently
a new partnership has emerged
up with the acronym of MINT
countries. MINT is a group of
four nations – Mexico, Indone-
sia, Nigeria and Turkey.
The nomenclature seems to be
derived from BRICS. The term
was first coined by Fidelity. A
statement said “Finding the
next group of countries that
can compare with BRICs in
terms of scale is a virtually im-
possible task but MINTs may
just have the potential to be as
rewarding for investors over
the next ten years as BRICs
have been in the past ten”. For
the last decades, BRICS has
been the preferred destina-
tions for investors and giving
high returns. MINT however
provides investors a second
layer or an alternative choice.
MINT countries are also emerg-
ing and give a good hope for
business. Let’s have a look at
the individual MINT nation.
Mexico: It is becoming a wor-
thy option for business. The
GDP has grown at a healthy
3.9% (per World Bank) in 2012.
It is one of the largest oil pro-
ducers and has an established
manufacturing industry. It also
has a number of trade agree-
ments including NAFTA. It has a
strong potential to be a leader
in the automobile industry. In
spite of these credentials, the
country suffers from violence,
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie
MINT - The New BRIC
22 | DOMINATION, JULY 2013
………………………………………………………
MINT - The New BRIC ………………………………………………….
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
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23 | DOMINATION, JULY 2013
drug culture and immigration
issues. Further most of its ex-
ports are directed to USA.
Indonesia: From the Asian Fi-
nancial crisis in 1997, Indonesia
has come a long way. Currently
its GDP growth rate is over 6%
(per World Bank) and it is the
third fastest growing economy
in G20 after China and India.
However it does poor on
attracting FDIs. It also suffers
from corruption. For investors,
oil & gas sector could be the
focus. This sector is dominated
by government and privatiza-
tion could lead to a new wave
of growth or even turn its sta-
tus from net oil importer to a
net oil exporter.
Nigeria: Nigeria too has a shin-
ing story on the economic
front. It exhibits a very good
GDP growth rate of 7-8% (per
World Bank). However, inves-
tors are still not confident of
the future, mainly due to mas-
sive corruption and poor pov-
erty image. Petroleum is the
key industry in this nation. Tel-
ecommunication is also a major
area which is growing at a fast
pace.
Turkey: Turkey GDP growth has
been 8.5% in 2011 (per World
Bank). It has a robust banking
system which survived the eco-
nomic crisis. The reforms are
playing their part and private
sector is developing rapidly.
Tourism and agriculture are the
major sectors of the economy.
Construction is another area in
which large amount of invest-
ment is possible.
While MINT indeed pro-
vides a fresh opportunity to in-
vestors still it carries a greater
risk. Comparing it to BRICS na-
tions, MINT still has to prove
their mettle in financial robust-
ness and infrastructure. Each of
the BRICS nations already has
some sort of leadership posi-
tion whereas the same is not
true for MINT nations. MINT
may do well in some sectors
however for being a market
leader there is still much to be
accomplished. However, there
are supporters of MINT too.
KPMG for example, believes
that various factors such as
Source: IMF, Trading Economics & Investment-One Research
………………………………………………………
.
MINT - The New BRIC ………………………………………………………
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE
Perspective | Chlorophyll | Qutopia | DoMS da Evince | Success Story | Regardez I’economie
24 | DOMINATION, JULY 2013
poor regulatory environment,
slower GDP growth rate etc.
put MINT in a favorable loca-
tion. Though for BRICS as well,
the return has been disap-
pointing. A comparison of GDP
growth is given for BRICS and
MINT countries.
We can easily see that MINT
countries have been better in
term of growth rate. They also
score well in other parameters
such as GDP per capita. By see-
ing above statistics one may
have an impression that the
days of BRICS are over and it is
the time for MINT. Many such
as KPMG have come out and
have spoken in favor of MINT
nations. However the conclu-
sion can be flawed. While it is
clear that MINT offer a possible
prospect for investment they
still have some loopholes.
MINT countries as of
now; do not possess an estab-
lished system which BRICS na-
tions have. BRICS nations have
well established and tested
banking and financial infra-
structure. Further BRICS na-
tions have a much diversified
portfolio with China being the
leader in the manufacturing
sector and India in services.
They also have sufficient natu-
ral resources and also techno-
logically competent. All these
things are lagging in MINT na-
tions. Therefore any invest-
ment in MINT should be done
with additional caution and risk
calculation.
By-
Sharad Srivastava
DoMS, IIT Roorkee (2012-2014)
Department of Management Studies, IIT Roorkee
Roorkee - 247667, INDIA
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