IMCI_Delhi-51st_ABCeMag-150511.161204210

D E L H I
May 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
1
Dear Readers
Thank you so much for an
overwhelming appreciation
of the efforts so far. Can’t fit
in all the responses but we
are indeed grateful for your
affection. Please keep
writing.
Two Gurus of management
profession contribute in this
issue to take the ABCeMag
to another level of
professional thoughts
triggering.
Cheers,
Rajiv Khurana
CMC, FIMC
Editor
Appreciation
can make a day,
even change a
life. Your
willingness to
put it into
words is all that
is necessary.
-- Margaret Cousins
in this issue…
Feedback 2
SWAMI VIVEKANANDA’S VISION
OF AN INCLUSIVE INDIA
Managing Retirement:
Yesterday, Today, Tomorrow
3-8
9-11
Tips for Consultants 12
About IMCI & Code of Ethics 13
Misc. 14
Alag Tewar,
Alag Flavour

D E L H I
May 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
2
Rajiv,
Alag Tewar,
Alag Flavour
What an interesting variety of articles. I am still thinking
the challenge of “bringing up this sixty year old child!”
Great article by Sharu Rangnekar.
The “financial lizard” story and the twist with the doctors
and lawyers brought another smile! Exempted because of
“disservice!”
And for Ramesh Tyagi to find that breakthrough idea, well
that will be a true breakthrough. I wish him well. He is so
right, over the years a long list of the “keys to success” have
been developed, only they don’t always fit the locks.
When I read P.R. Chandna’s article on noise pollution, I was
cheering loudly (but still within limits). Last November in
Bangalore the bells began ringing at 5:12 am and lasted for
about twenty minutes, and that was only the warm-up for
the day.
Dear friend S.A. Khader is right to point out the need for
excellence in higher education. Bravo!
M.S. Sridhar is right to point out that management is more
a philosophy than a science. Am presently reading Ralph
Stacey’s “Strategic Management and Organizational
Dynamics: The Challenge of Complexity, 6th Edition.” He
points out that “strategic management” is not a science –
and does it in a very convincing manner. I know you’d enjoy
this thick but very well written book – because he nicely
summarizes all the important theories over the last
hundred years.
And another friend, Sumit Chaudhuri and his 3D 3P (or is it
7P) notions. Wonderful! I love how he cuts to the core:
“Dirty, Demanding and Dangerous” (and demoralizing too),
vs. “Professional, Productive and Progressive.”
And after reading about Smita, I realize I’d better “Take Care
in building my reputation!” You have a wonderful way to
say the important and in such a clear and memorable
manner. Thanks.
You’ve done, as always, a super job!
Dr. Charles M. Savage
President & Mentor
Knowledge Era Enterprises International
Munich, Germany
Dear Mr Rajiv Khurana
I read the 50th
Magazine.
The articles are really
good ones.
I liked the article on
MBA Oath.
Your efforts in pursuing
this emag are
exemplary. I am sure
this will be a very great
contribution for IMCI
movement.
Congratulations !!
Vivek Date
CFA (Chartered
Financial Analyst),
CMC (Certified
Management
Consultant)
Infrastructure Project
Training & Consultancy
Services, Pune

D E L H I
May 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
3
Alag Tewar,
Alag Flavour
SWAMI
VIVEKANANDA’S
VISION
OF AN INCLUSIVE
INDIA
Dr. M B Athreya
Management
Guru. Former
Professor - IIM
Kolkata, London and
Scottish Business
Schools. Chair and
Member of
Government Policy
Committees. Advisor
to industry,
government and
NGOs.
It is a truism to say that Swami Vivekananda
was a “Visionary”. Of course, he was. But,
he was no ordinary visionary. He was an
extraordinary, timeless, boundless visionary.
Two centuries ago, he articulated visions at
multiple levels. All the visions were
“inclusive”, a term very much in use today,
not only in India, but also in all parts of the
world.
His first tier Vision was for an inclusive
Hindu society. He severely condemned the
divisive caste system; untouchability; and
injustices inflicted on the poor. He
courageously challenged the existing
orthodoxy.
His second tier Vision was for an inclusive
Indian nation. In particular, he urged the
unity of Hindus and Muslims, to first gain
independence from British rule; and also to
develop economically and socially, to regain
the natural place of India in the world, as
befits her size, potential, history, culture,
resources and capabilities.
His third tier Vision was for an inclusive
world. In particular, in the World conference
of Religions in Chicago in 1892, and
elsewhere, he stressed the truth of all
religions, and their need for mutual respect
and learning, under one and only God, by
whatever name called by different religions.
He reiterated the value of “Vasudhaiva
Kutumbakam” the whole world, all of
humanity, is, indeed, one family.
While there has been progress in all the
above three tier Visions of Swamiji, much
remains to be done. In this article, we shall
focus on actualising Swamiji’s Vision for an
“Inclusive India”. The paper is in three parts.
What are the components of inclusiveness?
What are the major obstacles to inclusion?
What actions need to be taken, and by
whom, to actualise Swamiji’s Vision for
India.

D E L H I
May 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
4
Inclusive India
Swami Vivekananda was crystal clear on his Vision of inclusivity. There was no
ambiguity. No equivocation. He thundered that as long as even one Indian is
without food, clothes and shelter, he would hold each of us responsible for
the crime. He did not accept the facile misinterpretation of Karma Theory
that poverty and suffering were the fate and fruit of the past Karma of the
poor. He said, do not speak of religion and spirituality to a man with an empty
stomach.
Swamiji’s stress on feeding and caring for all citizens found an echo in may
concerned leaders and intellectuals who came later. Tamil poet Subramania
Bharati wrote that if a single human being has to go without food, we should
challenge and change that social structure. Gopala Krishna Gokhale founded
the Servants of India society. Gandhiji put rural development, jobs and
sanitation ahead of even political independence. Babasaheeb Ambedkar
worked for the liberation and development of the dalits.
The new government of independent India, under the leadership of Nehru,
began the system of Five Year Plans, with stress on putting public welfare
above private profit. But, alas, even after sixty years, at least 300 million
Indians, if not more, do not feel included in India’s development. In the next
section, we shall look at the main obstacles, severely delaying the inclusion,
despite the intent and the rhetoric.
Inclusion can be assessed by the extent to which every Indian child and adult
has access to the following.
• Basic Health and Nutrition, including, calories; micronutrients;
immunisation; leading to physical fitness to work.
• Basic Education, including literacy; numeracy; and some vocational skills; or
professional knowledge, to be employable.
• A modicum of pucca housing, and access to clean water; and sanitation.
• Availability of basic infrastructure of roads; electricity and communication
in rural and urban slum areas.
• Scope for enjoying a human quality of life, with access to culture, including
music, dance, theatre etc.
Alag Tewar,
Alag Flavour
As Indian GDP has been growing faster in the last two decades, and the
aggregate national wealth is increasing, the aspirations are also rising, for a
more equitable distribution. The electoral, political, media and public slogans
of demands have also been rising from the initial “roti, kapda, aur makaan”
(food; clothing’ and shelter), to “bijli; sadak; aur paani” (electricity; road; and
water).

D E L H I
May 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
5
Obstacles to Inclusion
There have been many obstacles, at various levels, but we focus here on
what may be considered the five main ones. – policy gaps; inequalities;
poor governance; corruption; and a rising raajasic culture.
Policy gaps
Despite the intent to reach all the people, through “planned
development” since the first Five Year Plan 1951-1956, the policies and
resource allocation were relatively more inclined towards industrial
growth, particularly, heavy industries.
Expansion of public health facilities, especially in rural areas has not kept
pace with the population. The percentage allocation to Health and
Education had been well below that of some other developing countries,
as well as the real needs of the Indian population. Consequently, India
continues to have a low rank in Human Development. According to the
latest, 2010 report, “The Real Wealth of Nations: Pathways to Human
Development”, India is a poor 119 out of 169. We do not need Swamiji to
tell us “How shameful !”. He would have been horrified and utterly
disappointed with us.
Inequalities
Alag Tewar,
Alag Flavour
In the first 40 years, 1950-1990, Indian planning was relatively more
concerned with the control of inequalities in income and wealth. This led
to policies of steeply progressive, high taxation of income, wealth, gifts
and profits; and a regime of licenses, permits, controls, etc. The net
result was a low rate of growth of about 3.5% per annum. Domestic and
international pressures forced the government to bring in, slowly, the
reforms of Liberalisation; Globalisation, and some degree of Privatisation.
Gradually, the greater freedom given to Indian entrepreneurs,
technologists and managers has led to higher growth, now over 8% per
annum. All such high growth, generally leads, initially, to higher
inequality. The incomes of those who have the initiative and skills tend to
rise faster. More and more people are better off. There is no net
immiserisation. But, the inequalities are more visible. The answer is, of
course not to depress the growth, in order to reduce the inequalities.
Swamiji’s message was for the strong and capable to both work harder;
and help the poor, weak and aged, through sharing some part of their
wealth and skills.

D E L H I
May 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
6
Poor Governance
Indian plans have, on the whole, been good. The major failure has been in
implementation. The watershed election of 1977, ending the single party
dominance, also ushered in a gradual re-examination of the statist, top
down model of development. With gradual reforms of industrial policies;
direct and indirect taxation, capital markets, etc, government revenues
have been rising, spectacularly. Consequently, allocations have also been
increasing for Health; Education; and Infrastructure, including Electricity;
Oil& Gas; Roads; Ports, Airports etc. A major problem has been poor
implementation; monitoring; control; correction; rewards and
punishments. Most big government projects have overrun on time and
cost; followed by low quality; breakdowns, poor maintenance and
utilisation. The benefits have not been commensurate. Overall, there has
been poor governance, compared to countries like China and Brazil, with
whom India is now a part of G20.
Corruption
This is being recognized, more and more, as the single biggest cancer
eating into the vitals of India. According to a recent study by Global
Financial Integrity, a non- profit research organisation, the total amount of
black money from India, stashed away abroad is 462 billion dollars! That is
in excess of rupees 20 lac crores. Enough to fund half of India’s
infrastructure investment needs, estimated at about a trillion dollars.
A recent spectacular instance of corruption surrounds the allocation of 2G
spectrum of telecom companies. The CAG has estimated the loss to
government at $1.76 lac crores. The matter is in the Supreme Court. But,
there is a general feeling of helplessness that politicians; parties; and
companies will escape with some minor penalties; and corruption will
continue.
Raajasic Culture
Alag Tewar,
Alag Flavour
Perhaps the most fundamental problem is the rise of a raajasic, feverish
culture. Swami Vivekananda was severely critical of tamas, sloth, despair,
inaction. He would have welcomed the release of the creative energies of
most Indians. But, he would have been saddened by the pursaint of artha,
wealth; and kaama, pleasures, by the Indian middle and upper classes,
sometimes without regard to dharma, ethics. One can imagine his
righteous anger; divine rage, with which he would have chastised us.

D E L H I
May 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
7
Actions For Inclusion
For our own good; the welfare of all Indians; and to honour the
memory of our great sages like Sri Ramakrishna Thakur; Swami
Vivekananda; selfless leaders like Mahathma Gandhi and Nehru;
and inspiring poets like Tagore and Bharati, the various stakeholders
of India should take the following kinds of actions.
Individuals
Each adult citizen should ideally, take care of herself/ himself, and
not be a burden on the family or the community. But, alas, due to
poor health; inadequate education and skills; and chronic
unemployment, about a third of our population are now not able to
do this, So the better off persons should take some responsibility to
help the poor. This can be done in various ways. There are some
poor in the immediate line of vision, such as domestic help, drivers,
cleaners, hawkers, and their children and elderly. One can reach
out and help them, both with aid and with skill development.
Civil Society
Opinion leaders in society have been clear for quite some time now
that the Market and the Government can not take care of all the
citizens. The society has an important role to play. The society
consists of field NGO’s; academia; media; intellectuals; artists;
religious, cultural and other groups. Each should play a constructive
role, with widening reach, to help improve the physical, mental,
aesthetic and spiritual quality of life of the poor. There are now
many avenues and channels through which an individual or group
can render such sevaa, service, as nishkaama karma, selfless action
for loka Sangraha, the good of society.
Business
Alag Tewar,
Alag Flavour
The larger corporations in the organized sector are now increasingly
aware of their CSR, Corporate Social Responsibility. Apex national
Chambers like FICCI, CII and Assocham, as well as regional, state
level and local chambers are actively advocating this to their
members. Many case studies and reports are being published in
the papers, magazines and journals. Medium and Small businesses
are also engaging in CSR.

D E L H I
May 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
8
Government
The biggest responsibility for enabling the inclusion of the poor into the
economic mainstream rests with the government. It is not the sole
responsibility of government; but its primary responsibility. While the
other actors – the individual; civil society; and business must do their
part, their contribution will still be a relatively small part of the total. The
better off individuals and firms are paying direct and indirect taxes.
Government revenues are rising. So are the allocations. The issue is one
of return on the spending. Governments at central, state and local levels
must take the following kinds of actions.
Explore various policy options for reaching the target beneficiaries,
including direct cash transfers; vouchers with freedom to buy, etc.
Where its own involvement is the better option, ensure efficient logistics,
and honest delivery of quality products and services.
Train and retrain, all government staff at all levels, in the better
management of product and service provision.
Root out corruption in the ruling party; cabinet; its own central ministers;
chief ministers; and others.
Thus earn the moral stature and right to demand the end to corruption
from all alliance partners.
Go on to demand that all opposition coalitions and parties in power,
anywhere in the country, also be honest. If not, use all the legitimate
repertoire of audit; enquiry; legal; and constitutional powers available to
it.
Conclusion :-
Alag Tewar,
Alag Flavour
We are inheritors of a great tradition of dharma. We are descendents of
leaders of high moral stature. The idealism infused by Swamiji, Gandhiji,
Nehru, Subhash Bose, Patel, Rajaji, Jayaprakash and others has declined,
since independence, and more rapidly since the Emergency of 1975. We
need to recapture it. India’s backlog of problems is increasing.
Meantime, China and other countries are forging ahead. We need to
redouble our efforts. We owe it Swami Vivekananda.

D E L H I
May 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
9
Alag Tewar,
Alag Flavour
Managing
Retirement:
Yesterday
Today
Tomorrow
Sharu S.
Rangnekar
CMC, FIMC
AManagement
Educator with
considerable
experience in
conducting
Management
Development
programmes.
www.sharurangnekar.com
Economic Problem
In my career, my first assignment was in
1951 in a textile mill. Within two months of
my joining an assignment, the weaving
master retired and there was a fare-well
party. As usual, most of the participants
were enjoying – as it was a rare occasion to
have drink and dinner at the cost of the
company. The persons who looked sad were
the person retiring and his friends. The
retiree was 55 years old – but in those days
55 was a real old age. People used to use
walking stick by the time they were 40 years
old and looked fagged out by the time they
were 55 years old. A few of his close friends
gathered around him showing their
sympathy. I dropped in for a while to
understand the situation. The sympathizers
explained me the retiree’s problem which
could be summarized as follows:
He has got six children, three sons and three
daughters. The first two sons have
completed their graduations and are
employed in clerical jobs. Two of the
daughters have been married. All the
savings have been expended in these
marriages. So now he has unfulfilled liability
for one son – entering the college and one
daughter still to be married.
He has accommodation problem as his sons
are thinking of getting married and the
present accommodation will not be able to
accommodate the addition of these wives
(and their children in due course).
His post-retirement income will be hardly
one third of his present salary. Even with
the contribution from the two earning sons,
he will have tough budget problem.
Provision of education to the remaining son
and marriage of the remaining daughter are
liabilities for which there were no funds
available. So the person was planning to get
“any” job to keep him going.

D E L H I
Alag Tewar,
Alag Flavour
May 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
Social Problem
About thirty years later I was present at another party giving fare-well
on the retirement for a senior manager in Jamshedpur. The person had
two sons and one married daughter – all three considered “settled” -
but they were settled outside Jamshedpur and after retirement the
retiree was going to stay along with his wife in the house he had built in
Jamshedpur. The person had no economic problem as the retirement
benefits was adequate to take care of living expenses of himself and his
wife.
A year later I met the gentleman and he seemed quite depressed. I
asked him how he is fairing in his retired life and he replied that he was
feeling very low. “But you have no economic problem.” I said. “Yes”,
he said. “But I have a social problem. I was standing the other day at
Tatanagar station and my erstwhile subordinate passed by. He looked
through me and did not recognize me. I felt I have become
transparent. This is happening very often”. He had a fairly busy social
life before retirement but now the number of people who meet him
was diminishing day by day and both he and his wife were becoming
lonely. The problem was greater with him since his wife had some
social contacts which were still functioning but his contacts were
increasingly retiring and moving away. The grand-children coming
during vacations were the only social life for them. Occasionally, they
would visit the children and grand children but traveling was becoming
increasingly costly and physically taxing.
Psychological Problem
Last year I met a friend of mine who had retired from a senior position
in an organization six months ago. He looked extremely distressed. He
had only two children both of whom had settled abroad and he had
suddenly become a member of “NRI Parent Community”. The children
were asking them to come abroad to stay with either of them,
but the life abroad seemed very difficult. The husband and wife were
both working in the family of his son and daughter. During the day old
couple was left alone. When the grand-children were small there was
some interaction with the grand-children but as they grew, they
became “strangers”. He suggested to the children that they might
consider moving back to India because he had a flat here and sizeable
saving. However the reaction was “That is not possible because the
money you have saved through your life are “peanuts” for us” and they
are now completely engrossed in the life abroad.
Thus, over a period of three generations, the major retirement problem
has changed from economic to social to psychological.
10

D E L H I
May 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
11
A New Strategy
The problem can be overcome if the life after retirement is considered
a second life – an opportunity of doing something different from what
was attempted in the life before retirement. A person has a variety of
talents and some talents he uses in the “first” life to carry on with a
career. A second career is possible if one develops attributes
required for the new career – just as we acquired the attributes
required for the first life. In fact, we thought of living in three boxes:
The Box of Learning: Where we acquired the requisite attributes to
pursue the desired career. In this box, we had time – but no money –
it was yet to be earned.
The Box of Work: Where we pursued a career in make a living. Here
we acquired money increasingly – but the time available for our
discretionary use was getting on reduced. At the end, we had money
– but no time.
The Box of Leisure: Where we would have both the time and the
money to enjoy the leisure. Retirement was considered as the
opportunity to enter this box. But many persons find just having time
and money are not adequate. In addition we require the
effervescence to enjoy life of leisure.
Effervescence is enthusiasm for life. It arises out of three aspects:
Agenda for The Day: When a person typically gets up in the morning,
he has mentally an agenda ready with him till he gets to sleep at
night. This “Busy” schedule avoids the depression which is based to
creep in when there is “nothing-to-do” in the waking hours. Then he
tries to “kill” time – and gets killed by (vacant) time.
Milestones: When a person looks at his possible schedule, he can
have a time-table for targets to achieve during the next month, next
quarter and next year. This gives him direction to make an effort.
Value: Something he gets out of his efforts. This gives him the
satisfaction for what he has done. In most cases, this cannot be
money – but some creative satisfaction.
Alag Tewar,
Alag Flavour
This is similar to the situation when one takes a job. There the boss
provides the agenda and the milestones. There is a value in terms of
remuneration. In his “second” life the person will have to seek
agenda, milestones and values on his own. And this needs a new
strategy for the remaining life. The crux of this strategy will be same
creative activity(e.g. hobby, social work, creative writing, paining etc.)
which keeps one occupied meaningfully, sets targets to achieve and
satisfaction of achievement.

D E L H I
May 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
12
We all know how awful it is to hear a "Death by PowerPoint"
presentation that is read off word for word. However, for
consultants, who often have to provide a lot of conceptual
information, dense text is a logical way to present findings
and recommendations. What is a good way to resolve this
conflict?
If concept is the communication objective and dense text is the
enemy, then the solution may be easier than you think. Think
creatively for a second. You want to make a conceptual point,
have it be quickly understood and memorable, and not have
the audience be distracted by reading your points from slide
text. Try making each slide a single image and convey your
concepts verbally.
Consultants are infamous (having spent days or weeks
collecting and analyzing data) for wanting to provide all this
"knowledge" to their client audience. There are a limited
number of points an audience can or wants to remember. Pick
an image that powerfully and memorably expresses the main
point you want to make. If you are talking about finding a way
to reach a new market with a pilot prior to a full scale
campaign, consider a photograph of a rope bridge. If you want
to show how the client's organization is ready to make changes,
use the iconic "We Can Do It" poster from World War II
showing how women were ready to take up industrial jobs.
Tip: Be creative and find just the right image (after securing the
appropriate digital rights) to express the emotion and concept.
The best images are the memorable ones, either because they
are iconic (a familiar poster or person), unique and/or induce
an emotional reaction (funny, sad or empathetic). Help your
audience to mnemonically associate your concepts with your
images.
P.S. Consider creating your presentation as a set only of images.
If you can clarify your message with a set of 5 or 10 images,
then you can (if you really think it helps) expand or supplement
with word slides. You might be surprised how powerful a
limited set of images can be to create a memorable and clear
presentation.
Alag Tewar,
Alag Flavour

D E L H I
May 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
13
Alag Tewar,
Alag Flavour
ICMCI
The International Council of
Management Consulting Institutes is
the global association of national
management consulting institutes from
around the world. These national
institutes administer, in accordance with
world class standards, the international
"CMC" certification Certified
Management Consultant earned by
individual professional management
consultants.
More details: icmci.org
IMCI
The Institute of Management Consultants of
India (IMCI) is the apex body of management
consulting professionals, being the only
registered institute of established
management consultancy firms and
practicing individuals in the country.
Constituted in 1991, IMCI was formerly
known as the Management Consultants’
Association of India (MCAI), which was
founded in 1963.
In 1989, IMCI became the first Asian
organisation to be accepted for membership
of the International Council of Management
Consulting Institutes (ICMCI), the global apex
body of Management Consulting Institutes.
ICMCI has 46 member countries in the world.
The Executive Secretariat of IMCI is located in
Mumbai. The Institute has regional Chapters
in Ahmedabad, Bangalore, Calcutta, Chennai
(Madras), Delhi, Hyderabad, Mumbai
(Bombay) and Pune.
CMC Designation
IMCI endeavors to raise the standards of
management consulting by awarding
Certified Management Consultant (CMC)
designation to individual members who have
passed a qualifying examination and have
met the profession’s standards of
competence and ethics. The CMC designation
implies international recognition to
worldwide standards.
More details: imcindia.co.in
Code of
Professional
Conduct for
IMCI members
Minimum Guidelines
Confidentiality
A member will treat client information as confidential
and will not take personal advantage of privileged
information gathered during an assignment, or enable
others to do so.
Unrealistic Expectations
A member will refrain from encouraging unrealistic
expectations or promising clients that benefits are certain
from specific consulting services.
Commissions / Financial Interests
A member will neither accept commissions, remuneration
or other benefits from a third party in connection with
recommendations to a client without the client’s
knowledge and consent, nor fail to disclose any financial
interest in goods or services which form part of such
recommendations.
Assignments
A member will only accept assignments for which the
member has the skill and knowledge to perform.
Conflicting Assignments
A member will avoid acting simultaneously (in potentially
conflicting situations) without informing all parties in
advance that this is intended.
Conferring with Clients
A member will ensure that before accepting any
engagement, a mutual understanding of the objectives,
scope, work plan and fee arrangements is established and
any personal, financial or other interests which might
influence the conduct of the work are disclosed.
Recruiting
A member will refrain from inviting an employee of a
client to consider alternate employment without prior
discussion with the client.
Approach
A member will maintain a fully professional approach in
all dealings with clients, the general public and fellow
members.
Code of Professional Conduct
A member will ensure that other management
consultants carrying out work on the member’s behalf
are conversant with and abide by the Code of
Professional Conduct.

D E L H I
May 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
14
Visit
Join ‘IMCI DELHI’ on
Imagine
Your client recommends you to
receive an award at a social
function
What does it take?
http://twitter.com/imcidelhi
We await your
ideas,
suggestions,
contribution,
support …
Alag Tewar,
Alag Flavour
Patron:
Chairman
Dr. M.B.Athreya
Sumit Chaudhuri
Mentors:
Dy. Chairman
Dr. S.R.Mohnot
Vijay Nagrani
Mr. Shashi Budhiraja
Hon. Secretary
Dr. Sunil Abrol
M S Sridhar
Past Chairmen:
Hon. Treasurer
Mr. Ashok Kumar
Anand Chhabra
Mr. Ramesh Tyagi
Executive Members
Rajiv Khurana
S A Khader
Dipanker Das
Regional Rep.
S A Khader
IMCI – Delhi
imcidelhi@gmail.com
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