IMCI_Delhi-53rd_ABCeMag-150611.161204044

D E L H I
June 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
1
IMCI
Celebrates
International
Consultant's Day
June 25, 2011
Dear Readers,
Greetings!
Time to
Re-ignite the spirit of our profession…
Re-emphasis the ethical practices…
Re-tool, re-skill, rejuvenate…
Cheers,
Rajiv Khurana
CMC, FIMC
Editor
in this issue…
Management Lessons from Swami
Vivekananda
2-4
Evolution of Green Management 5-8
Tips for Consultants 9
About IMCI & Code of Ethics 10
Misc. 11
Alag Tewar,
Alag Flavour

D E L H I
June 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
2
Alag Tewar,
Alag Flavour
Management
Lessons from
Swami
Vivekananda
“This world
is the great
gymnasium
where we
come to
make
ourselves
strong.”
Swami
Vivekananda
T Ramaswamy CMC
MBA from IIMA,
Certified
Management
Consultant with
35 years'
consulting
experience in
value based
management.
If we are to name one great Indian who was the prime
mover of world thinking on the rich heritage of India in the
last 150 years the choice falls on Swami Vivekananda
.There can be no other example of a vision so powerfully
presented with so wide and deep an impact on humanity
as that of the Swami who sowed the seeds of globalization
over a century ago. The Swami by inspiration of the
highest order and his intellectual acumen brought out
ideas and principles many of which are of relevance to
management. In this context his words implying
globalization are worth remembering. These are
reproduced below:
“I am thoroughly convinced, that no individual or nation
can live by holding itself apart from the community of
others, and whenever such an attempt has been made
under false ideas of greatness, policy or holiness- the
result has always been disastrous to the secluding one”
In this endeavour he firmly believed that India could enrich
the world considerably. He said:
“Give and take is the law; and if India wants to raise
herself once more, she brings out her treasures and
throws them broadcast among the nations of the earth,
and in return be ready to receive what others have to
give her”.
The Swami skillfully marketed the quintessence of the
Vedic thoughts all over the globe. This was his vision and
mission. Though he never used the term management or
globalization, he was the management icon par excellence
of the 19 th century .He visualized the need for an interdependent
world far ahead of the times and a global role
for India.
Vivekananda was a production management wizard. He
was both an entrepreneur and manager of the highest
caliber. To him Knowledge was a product the nature and
content of which he understood with remarkable
thoroughness and precision. His product was a body of
sacred thoughts assimilated from the works and
experience of the Great Masters and scriptures of this
country. His mission was dissemination of vital Vedic
knowledge which alone could ensure sustained harmony
and progress of humanity.

D E L H I
June 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
3
India was dear to his heart. He was an excellent PRO who projected the
image of India globally in the most elegant manner. He discharged the role
of the Global Ambassador of India decades before diplomatic relations and
foreign missions were thought of even by advanced nations.
Alag Tewar,
Alag Flavour
The Swami disseminated knowledge with effective communication skills in
a territory with large market potential. He realized that for sustained
activity organization was necessary He learnt this from America which he
openly acknowledged He demonstrated his conceptual skill visualizing the
entire world as one integrated entity fused together by the concept of
universal brotherhood.
He identified the market for the product in the Western hemisphere.
Through excellent knowledge management skills he marketed the product
globally. His photographic memory, quick assimilation, confidence,
integrity, humility, fearlessness, courage, positive thinking and oratory
were great assets which every leader should have.
His address at the World Parliament of Religions in Chicago in September
1893 embracing the 7000 strong elitist assembly of eminent men and
women as ‘Sisters and Brothers of America’ created an unprecedented and
lasting impact. The thunderous non stop applause for over two minutes
and the phenomenon of every one in the audience rising to his or her feet
giving a grand ovation was an acknowledgement of his powerful
communication and oratorical skills. He completely relied on the tool and
strength of spirituality and affirmed that India would be a world leader in
disseminating knowledge in the future. His prophecy has come true now
and we are all witness to this event of India emerging as a world power.
. In a short span of 39 years, reflected in his maxim “better a moment of
glow than a lifetime of smoke” he unleashed a tidal wave of energy in the
form of vibrant thoughts surging forth with a force that could smash stars
and grind galaxies. The Swami revealed entrepreneurial traits by his
decision and venture to propagate his Master’s Teachings most
convincingly single handed in a strange land thousands of miles away from
home undertaking strenuous voyages overcoming severe obstacles often
with no financial resources. He showed remarkable courage and capacity
in crisis management while facing situations like the one when he lost all
travel documents and letters of introduction to important personalities
and organizers of the World Parliament meet when he landed in America.
He epitomized the essential ingredients of good quality leadership; These
are vision and mission, value system, communication persuasive skills ,
knowledge of minute details, knowing something about everything
including science subjects, living by example and above all surviving
temptations and demonstrating courage to over come all obstacles,.

D E L H I
June 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
4
Vivekananda left an impact on this globe with ideas and ideals which if translated
into action by world leaders could transform a nation steeped in poverty to glory
and prosperity. His emphasis on serving others and concern for the poor is
beautifully stated in his own words.
“This life is short. The vanities of the world are transient He alone lives who lives for
others. The others are more dead than alive”.
This statement has relevance to social responsibilities of businessmen.
He believed in the power of youth and exhorted them to be strong to build a new
India and provided the foundation for building manpower. In his words
“We want young men and women with muscles of iron and nerves of steel
He urged workers to realize the dignity of labour and have a missionary zeal.
Management profession will benefit and CEOs in particular do well to learn from his
vision and mission. Some valuable lessons and underlying principles derived from
his talks and works are summarized below:
Individual human excellence is at the root of all progress. Spiritual strength is the
most valuable strength for leaders who must have global vision. Power of thought is
immense; facts are to be respected and marshalled. Self management is a
precondition for success and meditation, positive thinking and yoga are tools.
Strengthening the individual will make the organization strong. Core competence
has to be developed with spiritual strength. Character is vital for progress. Business
has social responsibility. Human mind has great potential and it can generate a
reservoir of energy which has to be conserved and used for good causes. India will
command respect for its treasure of knowledge.
Vivekananda firmly believed in the systems approach to human development by
integrating the subsystems of the body, mind and intellect. His stress on individual
excellence with the tools of self management gives proof of his concept of human
resources management of the highest order.
Alag Tewar,
Alag Flavour
The Swami moved like an angel in human form sweetly combining qualities of moral
excellence, a piercing intellect and a large heart with concern for the entire
humanity and for the uplift of the poor. Organizations failing to learn and which
flouted the quintessence of the Swami’s principles have landed in great crisis.
Downfall of giant corporations in recent times can be attributed to neglect of these
fundamental principles which were very dear to the Swami’s heart. The stock
market crash and the world recession are due to the greed of CEOs who apparently
have become Chief Embezzlement Officers. In this context the craze of organizations
to create conditions for stress and anger and then evolve stress management and
anger management training programmes which now assume the garb of superspecialties
in the profession of management becomes redundant.
Let not our contribution stop with the Provident Fund only! Long Live the Swami’s
thoughts and the power of inspiration bestowing benefits to all. May his inspiration
enhance and enrich our contribution to society by helping us to manage our
resources better and productively?

D E L H I
June 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
5
Evolution
of
Green
Management
“A comprehensive overview of ten
thousand years showing the
emergence of management and its
transition through 3 E’s:
Effectiveness – Efficiency –
Environment.”
Alag Tewar,
Alag Flavour
Sharu S.
Rangnekar
CMC, FIMC
AManagement
Educator with
considerable
experience in
conducting
Management
Development
programmes.
www.sharurangnekar.com
Emergence of Effective Management:
The human being has existed for more
than fifty thousand years on this earth.
However, till ten thousand years ago the
human being was just like most of the
other animals. He used to get up in the
morning and start running to gather food
or not to be food of somebody else.
Survival was the sole objective of life.
Ten thousand years ago, he somehow
obtained two technologies: farming and
keeping animals. These technologies
relieved him from the urgency of
obtaining food everyday. When crops
came from the farm and animals were
available for milk and meat, the food
supply was assured for near future. So
the man had leisure. He used it to
improve the technologies obtained and to
acquire new technologies. He also used it
for Art, Music, Philosophy and other
aspect of civilized life. That is when
management started.
The technologies to be learned and
applied to be effective and this learning
was an important part of the human
endeavour. So the first objective of
management was to be effective.

D E L H I
June 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
6
From Effectiveness to efficiency:
As more and more people acquired and utilized these
technologies the resources became scarce and it was important
to be efficient in utilizing the resources.
The first step in this direction was to get time discipline and task
discipline. For the best result from the technologies, work had to
be done “in time” and the human beings during that period had
to have task discipline i.e. devote themselves to specific task.
Soon it was realized that time discipline and task discipline as
well as knowledge of technology does not create an efficient
operation. For efficiency not only the skill but
also the will is required and so began human endeavour to create
motivation. Initially, stick and the carrot (fear & money) were the
main motivators. But it was soon realized that these motivations
were not always effective. Some times they proved counter
productive so the means of motivation were expanded to
include:
Sense of Identity
Sense of Importance
Sense of Development
Alag Tewar,
Alag Flavour
Sense of Identity
First let us take Sense of Identity. Once a person feels that the
organization is his organization, there is no reason for creating
any further motivation. That feeling itself is a motivating factor.
The best example of this is the housewife. We talk of bonded
labour. Has anybody seen labour more bonded than the
housewife? First to get up in the morning to get milk, last to go
to bed. No holidays – Sundays, festival days, everybody says:
“Extra dish is required today.” So extra work. The one who works
like this is not even born in that family. She was born somewhere
else, brought up there for twenty odd years. One fine morning,
afternoon or evening, we throw some rice at her, bring her to the
house and say: “This is your house.” Very silly trick! But it
works!! Within 20 days when she talks of “my house”, she does
not mean the house she had been for 20 years but the house she
has been for 20 days!!! And once she thinks that it is her house,
we don’t have to put “standing orders”: “This house shall be kept
clean at all times.” She nags you, your children, your servants, to
keep it clean. As we can see, the sense of identity is a very
powerful motivator.

D E L H I
June 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
7
Sense of Importance
Let us look at the second aspect: the Sense of Importance. Let us go back to
home. Every wife feels she is very important. Without her, the house is going to
fall! In the first year or two after marriage, she occasionally goes to the
maternal place; but thereafter she does not want to go out. I remember the first
time I was invited at Kathmandu, they wrote: “Please bring Mrs. Rangnekar
along. I told my wife, “You have to come along, you are invited.” She said, “How
can I come along? Who is going to look after the
house? Who is going to take milk in the morning? Do you think children will get
up in the morning and take milk? In fact, do you think they will get up at all?
They put the alarm on, I have to put it off and wake them up! And the servants
have to be told the same thing every day – otherwise they don’t do anything.
Children won’t do that – the house will be in a mess.” Unfortunately the
children heard it. They said, “Nothing doing, Mummy! You go.” For four days
we were in Kathmandu, every morning she would get up and say, “Let us book a
trunk-call to Bombay. Find out what is happening.” But thanks to P&T not one
call went through! Fifth day we returned to Bombay, rushed home, opened the
lock. She was expecting the whole house to be in a mess. Nothing was in a
mess. But I am a management expert not for nothing. I told her, “Good! We
came on the fifth day. Another two days and the house would have collapsed!”
She was very happy. Always remember. Your wife goes somewhere, comes back
after a few days and asks, “How are things?” don’t say “We enjoyed.” Always
put on a long face and say, “We somehow carried on!”
Sense of Development
The third important aspect is the Sense of Development – the feeling of growth.
I am working here, I am growing here, I am learning something new. This is a
great motivator, particularly for youngsters. Youngsters of today are very
ambitious. They want to go right to the top! They don’t mind if they don’t reach
the top in this company; they would think of another company. They must go
up. To the extent they feel they are learning they are motivated and ready to
work. Whenever they feel they are stagnated, they are getting nowhere – demotivation
comes in.
Alag Tewar,
Alag Flavour
In this respect, I would like each one of you to think of your own career.
Sometimes when you start your career, you get a boss who says, “You look like a
bright young man, go and
do things. If you have problems, come and see me.” You are developing and you
are motivated. You work not only for 61/2 hours or 8 hours, but 9 hours, 10
hours, 11 hours!

D E L H I
June 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
8
From Efficiency to Environment
By the end of 20th century, the industry was
soundly working to improve efficiency.
Competition was the keyword. It improved
both quality and quantity of output and
efficiency improvement was considered the
ultimate objective.
However, doubts were raised whether we are
going into right direction to improve
efficiency. All the measures that were used
to improve efficiency invariably had side
effects. I worked in Pharmaceutical Industry,
where we believed: if the medicine has
effect, it has side effect also. If it has not side
effect it may not have any effect also.
The environmental study bought up
disastrous side effect of efficiency. The
cutting of jungles, reduction of ozone layer,
global warming etc are considered indications
of pending disaster. All management efforts
have to take into consideration the
environmental factors.
This is not very easy since the human thinking
has been focused on effectiveness and
efficiency. Almost every individual is
contributing to the global warming and
consequent disaster – but it is difficulty to get
human mind focused on these aspects to give
the due priority.
There is a
sufficiency in
the world for
man's need
but not for
man's greed.
Mahatma Gandhi
This is indeed a challenge and the next
generation of managers has to meet this new
challenge created environment – focused
management. They must accept this
challenge.
Alag Tewar,
Alag Flavour

D E L H I
June 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
9
I am increasingly capturing information in the
form of notes, images, URLs, web clips and
voice files. The problem is that these are all
resident on one device or another and, instead
of making life simpler, I find myself trying to
recall which divide a particular piece of
information is on. Is there a solution for this?
There happen to be several. Each new
technology provides a new place to capture or
record information, but using another platform
may be easier for one type of information or
another (e.g., images captured by your camera
phone) but it also increases the complexity of
your retrieval process. Fortunately, there are
applications that take advantage of the cloud to
store information on a common basis regardless
of how you captured it - and make it available
from anywhere.
There are several like this but I use Evernote as
one of several ways to collect ideas, images and
notes on the go. I find it useful to get camera
phone images of whiteboards at a meeting into
folders and keeping my to do list current across
platforms.
Tip: Most problems solved by technology can
also generate new problems that need to be
solved by a combination of good operational
practices, but sometimes require additional
technologies. It is worthwhile to step back every
so often and make sure these layers of
technologies are still serving your basic needs
relative to their overall complexity.
Alag Tewar,
Alag Flavour

D E L H I
June 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
10
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
June 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
11
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Alag Flavour
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