IMCI_Delhi-57th_ABCeMag-150811-HR.161203719

D E L H I
August 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
1
Dear Readers,
Time to
Re-commit,
Re-create,
Re-live…
Happy
Independence
Spirit…
"Long years ago we made a tryst with
destiny, and now the time comes when
we will redeem our pledge, not wholly
or in full measure, but very
substantially. At the stroke of the
midnight hour, when the world sleeps,
India will awake to life and freedom. A
moment comes, which comes but rarely
in history, when we step out from the
old to the new, when an age ends and
when the soul of a nation, long
suppressed, finds utterance.... We end
today a period of ill fortune, and India
discovers herself again."
- Pandit Jawaharlal Nehru
(Speech on Indian Independence Day, 1947)
Cheers,
Rajiv Khurana
CMC, FIMC
Editor
in this issue…
2 nd Idea Ball announcement
2-3
Book review 5
7 Habits of highly effective emails 6
Tips for Consultants 7-8
About IMCI & Code of Ethics 9
Misc. 10
Alag Tewar,
Alag Flavour

D E L H I
August 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
2
+
JAGANNATH INTERNATIONAL
MANAGEMENT SCHOOL
JAGANNAT H
INTERNAT ION AL
D E L H I
WESTERN
MANAGEMENT
THOUGHTS -
INDIAN WORKPLACE :
CONFUSED RESULTS...
NEW POT POURI
September 3, 2011
JIMS, Kalkaji, New Delhi
Alag Tewar,
Alag Flavour
[This concept is the
intellectual property of
IMCI Delhi]

D E L H I
August 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
3
On September 3, 2011, teams from various management schools of
NCR will compete to present their ideas through a 12 minute PowerPoint
projection and face a short volley of questions from judges.
The theme:
WESTERN MANAGEMENT THOUGHTS -
INDIAN WORKPLACE : CONFUSED
RESULTS... NEW POT POURI
The team must consist of three management students duly sponsored by
their Institute.
Some of the key aspects that may be considered for inclusion are:
Confluence and influence of thoughts, cultural imperatives, practical
dilemmas, need and speed for developing vibrancy.
What do the IDEA BALL game players get?
•Marksmanship exposure before the Corporate Elite.
•Experts‟ inputs on Ideas and Presentations
•Certificates for all
•Trophies for the winning team
We have set the ball rolling. Come and play your ideas.
Write to imcidelhi@gmail.com for participation.
Venue
JIMS
Kalkaji
New Delhi
This competition is only open to campuses invited by IMCI Delhi and
JIMS. Only one team from each campus can participate.
All participating teams shall receive a „certificate of participation‟ jointly
issued by IMCI Delhi and JIMS.
The independent JURY shall assess the PPT presentations on “original
thoughts, innovative solutions, presentation style, teamwork and time
management”. The decision of the JURY shall be final and binding.
All presentations shall be pre-loaded at the beginning of the competition.
The sequence of presentations shall be decided through an open drawof-lots
conducted at the beginning of the event.
The teams shall participate at their own expense.
Alag Tewar,
Alag Flavour
Sumit Chaudhuri
Chairman – IMCI Delhi
9810009229
imcidelhi@gmail.com
Dr.(CDR) Satish Seth
Director, JIMS, Kalkaji
26210265, 40619200
sseth@jimsindia.com

D E L H I
August 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
4
Alag Tewar,
Alag Flavour

D E L H I
August 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
5
Alag Tewar,
Alag Flavour
On the subject of poverty
alleviation, there are a number of
books. But in this book the author
Ramaswamy belonging to the first
batch of IIM, Ahmadabad, adopts a
totally novel approach at variance
with what economists usually adopt
for alleviating poverty. The criticality
of leadership in solving problems is
highlighted. Several novel concepts
are placed before the readers for
reflection and deep thinking, e.g.,
power management, development
leadership, motivational economics,
‘bonus for law abiding citizens’ .
The author discusses specifically the
deficiencies in leadership for
poverty alleviation. He points out
the predominance of problem
creating leaders over problem
solving leaders... The negative role
of leadership in spearheading
agitations, disrupting law and order,
failure to inspire the masses,
promotion of vested interests,
fuelling corruption and greed, are
succinctly explained. Concepts like
‘hub of incompetence’ impart a
sense of humor. The irrationality of
bestowing undeserving and
expensive privileges without
matching responsibility is pointed
out. Anti-poverty objectives are set
for leaders in power, those in the
opposition and for the citizens. It
emphasizes the vital need for
development leadership for poverty
alleviation.
*MBA from IIMA, Certified
Management Consultant with 35
years' consulting experience in
value based management.
T Ramaswamy* CMC
Individuals need to be motivated for
attaining excellence and to make a
contribution to the nation's prosperity.
Above all need and emphasis on character
formation, talent development, and a value
system as core inputs of leaders are
stressed. The author has given thought to
develop a framework for social security for
the poor. This is a laudable attempt. The
need for a separate Ministry for Poverty
Alleviation is pointed out and the example
of Sri Lanka is highlighted.
The book would be helpful for leaders
trying to rise from the level of problem
creating leaders to problem solving ones
and also for politicians trying hard to
become statesmen
Highlights of the Contents:
Portrait of poverty.
Leadership and poverty
Antipoverty objectives
Power management
Development leadership
Motivational economics
Rural development
Social security for the poor
Global and national leadership
Character and economic development
Talent and poverty alleviation
Eclipse of poverty

D E L H I
August 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
6
Alag Tewar,
Alag Flavour
of Highly
Effective
eMailers
-Laura
Vanderkam
Source:
bnet.com
How often does this happen? You start the day with great
intentions for barrelling through a list of priorities. But at
quitting time, you’ve only accomplished one: getting (most
of) your email answered and filed. You congratulate
yourself on having done that, though a nagging voice in
the back of your head whispers that, really, you haven’t
done anything at all.
Email doesn’t have to consume your life. Here are 7 ideas
for turning email into the tool it is, rather than the be-all
and end-all of your days.
1. Lower the volume. When you email the same people
too many times per day, they pay less attention. Ideally,
your emails will be like eagerly awaited letters that, as a
kid, you used to check the mail box for (remember that?)
2. Don’t ask to be kept “in the loop.” Trust your
employees to do their jobs without your constant
oversight. If you don’t think they’ll execute against goals
you’ve set unless you’re cc-ed on every email, get a new
team.
3. Return email in batches. Rather than answer each email
as it comes in, set windows twice per day (when you’re
not concentrating on more focused work) when you can
crank out 10 replies at once.
4. Be clear. If something could be misconstrued or
misunderstood, requiring a 20-email chain to clarify, pick
up the phone or go talk in person.
5. Spell correctly. Use correct grammar. Not only does it
look more professional, in this day and age you never
know when emails will wind up in the newspaper or
forwarded somewhere you never intended. You’ll look like
a fool if you type like a tween sending texts.
6. Leave the iPhone or Blackberry at your desk
sometimes. You don’t need to check email in line at the
deli counter. Really. It can wait. Say hi to the person
making your sandwich instead.
7. Remember, email is not your job. Like meetings and
conference calls, it is a tool to do your job. If all you’re
doing is filing and answering emails, you’re probably not
getting anywhere. Focus on results, not your inbox, and
you’ll get a lot more done.
How much time do you spend on email each day?

D E L H I
August 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
7
Clients often ask us to spend much of our time
improving people, processes and technology inside
an organization. Are there ways we can
complement these services other than just to
provide inside, technical services?
The value of consultants to clients is to improve the
client's condition. Just because you were retained to
provide technical advice on one specific issue
doesn't mean you can't use capabilities that extend
beyond just the immediate challenge. This is not an
unethical promotion of your services or trolling for
more work. It is being a competent and mindful
advisor.
One area often overlooked by consultants is to
introduce their clients to influential people and
organizations in the consultant's own network. We
all know people and organizations (in the public,
private and nonprofit sectors) whose knowledge,
activities or assets might be of use to our clients.
Perhaps we know someone who is introducing a
new product our client might use. Maybe a
government agency is selling off assets our client
would be interested in buying. Or our client needs
expertise on staff and we might know of
appropriate individuals considering a career move.
Even if an introduction of your client to one of your
influential colleagues might not be part of the scope
of your engagement, it could prove to be among the
most useful services you can provide.
Tip: Make an active effort, regardless of your
engagement scope, for opportunities to connect
your clients, and this includes client staff, to
influencers you know. As with any introduction
between individuals, be mindful of any ethical or
conflict of interest conditions raised by such an
introduction.
Alag Tewar,
Alag Flavour

D E L H I
August 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
8
I can't be the only independent professional with the
problem of overly complex scheduling. I usually carry
about five clients at any one time, some of which have
more than one location. Juggling appointments and
accommodating everyone's schedules are burning me
out. How do others do this?
Consider the environment you are creating for yourself. It
sounds like you are letting your clients schedule your time
instead of the other way around. Mutual respect is the first
casualty of appearing to be (and being) unwilling to
manage your own time. I recognize that you want to serve
your clients by accommodating their schedule. However,
you may be surprised by how much more respect you'll get
and, consequently, how much more valuable they'll
consider your time if you restrict the times you are
available for consultation.
Consider your experience with a doctor's office
appointment. Their time is tightly scheduled because they
need to see many patients each day and the uncertain
length of time of each visit. Same with cable and appliance
repair services. Now that I've compared you to service
providers that are widely despised for poor scheduling
(because of the unpredictability of their work), let me
assure you that creative and structured scheduling can
work for consultants because you have more control over
your time.
What would happen if you established specific times for
your office visits each week, other times (or days) for your
group meetings, and still other times for your online
meetings or webinars? For example, your onsite
appointments are Tuesday and Thursday from 10am-2pm,
your staff catch-up meetings by video are on Monday and
Friday mornings, and your one-on-one calls with client
sponsors are on Wednesday or Friday afternoons.
Recognizing that there may need to be some exceptions, a
predictable schedule will lower your stress and increase
the recognition by your clients that your time is valuable.
Alag Tewar,
Alag Flavour

D E L H I
August 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
9
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
August 1-15, 2011
de-limiting excellence
Institute of Management Consultants of India, Delhi
10
Visit
Join ‘IMCI DELHI’ on
Imagine
You receive an email that says, “I
wish I could be like as a
consultant.”
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
This eMag is meant for free electronic circulation amongst members & friends of IMCI - Delhi