IMCI-3rd-ABCeMag

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
May 1-15,
2009
Dear Rajiv
What a refreshingly different
e-magazine. The obvious
energy and enthusiasm are to
be applauded. The informality
is unusual and should be
welcoming when attracting
new members. Well done.
Brian
Brian Ing CMC
Chairman ICMCI 2007-2009
Hi Rajiv,
Greetings from USA.
I am going to be here for some
time, and I saw your second
issue of ABCeMag.
My congratulations for keeping
the fires burning!!!!
Walter Vieira
Rajiv - just read through the
second newsletter - did not
have time to scan the first one.
What a very commendable job
you have done!
Congratulations to all involved.
If you have a vibrant group of
volunteers you will have a
great Institute. Thanks for
keeping me involved and
aware.
Nick Shepherd FCMC
(Canada)
Greetings.
Great response!
Great encouragement!
Great readership!
What else do we say? We are grateful.
We have been receiving a lot of
suggestions. Some we have incorporated.
Some we are still tossing around to get a
better grip. Some we cannot use,
especially the ones that wish to make it a
very serious stuff. This is not an eJournal.
This is just an eMag. We wish to continue
with its informality, youthfulness and
playful character.
Help us in expanding its distribution. We
have already crossed 10,000 recipients.
More the merrier! Send it to your friends,
colleagues…any one you like.
Take charge!
Best wishes,
Rajiv Khurana, CMC, FIMC
Chairman
IMCI - Delhi
Appreciation
in this issue…
Guru Speaks… announcement
Article: Measuring Results of
Behavioural Training in
Organisations – Dr. Shiv Dhawan
LIFT; CDC announcement
LIFT; Why Hire CMC?
Interview extracts from Nikkei
About IMCI & Code of Ethics
2
3-4
5
6
7-8
8
9
Coming up…Archive…
10
Certified Management Consultant TM
T h e i n t ernational credentials of a
professional management consultant,
reciprocally recognised by global members
of the International Council Of Management
C o n s u l t i n g I n s t i t u t e s [ I C M C I ]
Join group
‘IMCI – Delhi’
on linkedin.com
imcidelhi@gmail.com, www.imcidelhi.com

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
+
Jointly
D E L H I Invite
YOU to
Management Consulting
in in the Post-Crisis Era
May 1-15,
2009
The talk will be divided into three parts - the nature of the
current crisis; the likely post-crisis scenario; and the
consequent management consulting needs. The first part
notes that while there is a domestic crisis in India, the global
crisis is much more severe, especially in the three richest
regions - the US, EU and Japan. However, the outlook is
beginning to emerge from despondency to one of some
hope. A free green shouts are visible, in India and
worldwide. They appear likely to sprout, although withering
away can not be ruled out! As the world recovers from the
crisis, three kinds of consulting contexts can be
visualised. First, those companies which have weathered the
storm and their top managements substantially continue to
be in charge. Second, those companies which have survived,
but with new top managements, either from within, or, more
often, from outside. The third category are altogether new
organisations. These may have emerged from some form
of restructuring, including acquisition, merger, divestment,
etc. The third and final part deals with the consulting needs
of these three different contexts. Those with continuing
managements will face the challenges of resuming growth
with rising confidence of consumers; business; and
governments; and to catch up for the lost time. The primary
challenge of the new managements will be the management
of change - how to get the organisation to accept the new
leadership; strategies; organisational, system and other
changes. The challenge of new organisations will be how to
consolidate, survive, and create the foundation for growth.
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.
2/10
May 21, 2009 (Thursday)
Registration, Tea & Networking:
Welcome
Guru Speaks…
Q&A, Closing
1730 – 1750 hrs.
1750 – 1800 hrs.
1800 – 1845 hrs.
1845 – 1900 hrs.
Ghalib Chamber, SCOPE Complex, 7 Lodi Road, New Delhi 110 003
Limited seats subject to confirmation. For participation, please write to: imcidelhi@gmail.com.

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
May 1-15,
2009
3/10
Measuring Results of Behavioural
Training in Organisations
- Dr. Shiv Dhawan
Organisations spend money on behavioural training. In recent years,
considerable effort has been made to express training benefits in terms of
Return on Investment (RoI). The approach described here attempts to provide
an accurate technique for measuring of behavioural training's contribution to
the bottom line. The three steps of this technique are:
Determine the organisation's annual training investment.
Develop behavioral training objectives that directly support corporate strategy.
Measure the learned behaviours as they are applied on the job, and the
impact in terms of revenue enhancement i.e., growth of the bottom line.
Determine the Training Investment
Most organisations generally capture training costs as an expense item on the
operating Profit and & Loss Statement captioned as "training." Direct training
costs—such as purchased training materials, and the cost of off-site
programmes, facilities and outside trainers—are charged to that account. This
captures only a small part of the company's total training cost, however, since
it fails to account for the cost and expenses of the employees taking the
training, as well as those who planned and facilitated it. The following formula
provides a sufficiently accurate statement of training costs for calculating
training Return on Investment (RoI). For each training event, the training
manager should calculate the following:
Direct Expenses + Personnel Costs = Event Cost. Direct expenses consist
of materials, tuition, speaker fees, travel expenses, facilities and food.
Personnel cost is calculated by multiplying the number of employees
participating in the training by the average hourly pay, then by the number of
hours. The cost of "temporary workers," if they are used as a replacement for
the workers who are sent for training, should also be included.
In addition to event costs, some part of one or more employees' salaries
should be allocated to training for planning and coordination.
Develop Training Objectives
The second step is to determine what training we are going to impart and why
we are doing it. These training objectives should be linked to behaviors that
meet the following criteria:
They deal with behaviors that must be changed—that is, there is a difference
between the desired behaviors and current behaviors.
They can be changed with training.
They are measurable and specific.
The most effective way to get to this level of clarity is to begin with a
description of what happens when the employee performs successfully in any
position. This "outcome description" differs from the traditional job description
in that it describes the position primarily in terms of results or desired
outcomes rather than activities. For instance, a business sales persons’ job
description might indicate, "calls on customers and prepares bids." The
outcome description for the same job would probably indicate, "grows
assigned territory." This phrase, the outcome description, is the basis for
training planning.

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
May 1-15,
2009
4/10
Measuring
Results of
Behavioural
Training in
Organisations
DR. SHIV
DHAWAN
Organizational
Transformation
Consultant,
Tata
Consultancy
Services Ltd
Organizational
transformation
consultant
advising clients
in domains of
Government,
fortune 500
companies, UN
agencies and
areas of
organizational
restructuring,
BPR, business
change
management,
training and
HRD.
Next, we describe the desired behaviour(s) necessary for
successfully meeting the outcome description. Using the
example above, we might say that "growing the assigned
territory" requires increasing sales to current customers and
capturing new customers. According to the type of customers
served by the organisation, the behaviours required for
"increasing sales to current customers" might include:
Calling on more purchasing influences within major accounts,
Using competitive intelligence more effectively.
The behaviors for "capturing new customers" might include
doing more consistent and effective prospecting and delivering
better presentations.
The knowledge and skills required for better prospecting
would include, among others, knowledge of customer
demographics; demonstrated territory management skill;
improved capability for surveying; and improved
presentations.
Benchmarking the Desired Behaviour
Having clearly described the desired behaviours,
organisations must first determine a benchmark—the
frequency with which these behaviors are occurring prior to
training. The training manager would want to know how many
outside sales calls are made to companies not currently doing
business with the organisation, and how many of those
progress to successful presentation, as evidenced by orders.
To determine the effectiveness of the training, the training
manager replicates these measurements after training is
delivered, and determines the difference. If the training is
effective, the measured behaviors should occur with a
significantly greater frequency.
The next step is to determine the direct revenue contribution of
these behaviors. In this case, if the training manager has
correctly diagnosed the required knowledge and skills, and if
the training has included some motivation for the employees
to apply the knowledge and skills to their jobs, there should be
increased revenue generated by new customers. The
difference between the increased revenue and the benchmark
constitutes the direct contribution of the training:
Increased revenue – benchmark = contribution of training.
The final step—tracing the contribution to the bottom line—is
straightforward. If activity-based costing figures are available,
take the gross profit generated by the new accounts and
subtracting the cost of serving them.
Gross Profit of New Accounts – Cost of Serving New
Accounts = Contribution of Training to the Bottom Line. Is
it worth the effort?
This effort of estimating RoI of training leads to a scenario
where HR shifts its emphasis from being the "keeper and
distributor of people information" to the more critical role of
"developer of people and productivity."

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
Every organization must be
prepared to abandon
everything it does to survive in
the future.
- Peter Drucker
The first responsibility of a leader
is to define reality. The last is to
say thank you.
- Max DePree
May 1-15,
2009
Never tell
people how to
do things. Tell
them what to do
and they will
surprise you
with their
ingenuity.
- George Patton
5/10
Leadership Ideas For Today
Extracts from the gift book- LIFT,
pending print, by
- Rajiv Khurana, CMC, FIMC

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
May 1-15,
2009
6/10
Ah well! I am their
leader. I really ought
to follow them!
- Alexendre Auguste
Ledru-Rollin
When the effective
leader is finished
with his work, the
people say it
happened
naturally.
- Lao Tse
Lead and inspire
people. Don't try to
manage and
manipulate people.
Inventories can be
managed but people
must be lead.
- Ross Perot
Why Hire CMC?
When you consider using a management consultant,
look for the CMC designation . . . Your project and
your organization deserve nothing less.
The Certified Management Consultant (CMC)
designation is awarded to a select group of
consultants (only 10,000 worldwide) who have
demonstrated that they produce substantive results,
adhere to the IMC USA canon of ethics, and manage
their practices professionally.
IMC USA participates in the 44-nation International
Council of Management Consulting Institutes
(ICMCI), which sets the global standards of technical
competence and professional conduct. CMCs must
maintain this level of performance and stay current
with global standards to be able to renew their
certification every 3 years.
Hiring a Certified Management Consultant means that
you and your project will benefit from a consultant
who demonstrates of the highest level of
competence, as well as:
A history of results and excellent
performance. Evidence of that successful track
record is found in client testimonials, references, and
repeat business, all of which are required to maintain
their CMC certification.
Adherence to the highest ethical standards of the
profession. Your CMC has successfully completing
both written and oral ethics examinations covering
commitments to the client, to fiscal responsibility, to
the public, and to the profession.
Experience in the field. A minimum of three years of
continuous consulting and successful results are
required for certification.
Life-long professional education. Your CMC takes
advantage of IMC USA's national conferences, local
workshops, topical research, the Academy for
Professional Development, newsletters, and other
chapter-level offerings.
All these give you confidence in knowing that the
consultant you've chosen has passed the toughest
certification in the profession and that the same
professionalism will be demonstrated to you.
Source: imcusa.org

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
May 1-15,
2009
7/10
Congratulations!! On bringing
about such a high quality
magazine.
Arvind Rajashekar
eMagazine is the mirror of the
world of professional approach.
Simply excellent
B.A.Bhagat
Dear Rajiv,
You have really brought a new
energy to IMCI. The magazine
is superb. Putting the
proceedings on Youtube was
great.
Y N Kaushal,
Thanks Rajiv,
Very informative.
Sushil Agarwal
Hi Rajiv
Greetings!
I saw the 2nd issue briefly but I
must say its a tremendous job
with so many cliparts and well
structured and the LinkedIn
advert and many more small
stuff like this makes it an
amazing piece all together.
It is very well thought.
Abhimanyu Dawar
Rajiv,
I have this morning been
listening to your sessions on
YOUtube at the recent launch
of IMCI Delhi. It is really an
excellent initiative that you
have taken up. The various
streams of thoughts expressed
by you and the other speakers
is what is needed globally and
specifically in India.
George Abraham
Thanks, this is the first time I
was seeing it. Good print, good
colour combination, suiting to
the eyes.Now suiting to the
mind and brain, there could be
some small articles or tit bits
for Manager for better
performance and or
productivity.
Please also invite a few lines
from all Members and well
wishers: how they saw impact
of recession in their
organisation, and if they
were the CEOs, what they
would have done to
overcome....later someone
could edit and make it a good
publication, a research study!!!
T V Maniprasad
Thanks. Very well brought out
Magazine with good tips for
peiod of recession.
Aftab Niazi
My dear Khader,
Many thanks for your email
forwarding the e-mag of IMCI.
I find it very informative and
educative.
Pran Nath

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
May 1-15,
2009
8/10
Could you explain in detail
how the election results will
impact the Japanese
companies doing business in
India?
The election results will only have
a short term impact on Japanese
companies if either the UPA or
NDA come to power, with the
third front breaking up, and
member parties re-joining either
of the two known coalitions.
Even in the case of the third front
or a hung parliament, the
adverse impact will only be in the
medium term. The monsoon
rains and consumer demand are
more important. Japanese auto
companies like Honda and
Toyota will continue to do well.
Similarly, pharma companies like
Dia-ichi, exporting generic drugs
to US, EU and Japan. The long
term outlook for the Indian
economy continues to be bullish.
The fundamentals of savings,
demand, skills, low cost etc. are
all sound. Japanese companies
can continue to benefit from
India’s two major strengths.
First, a large domestic market.
Second, a competitive source for
exports to the world.
Excerpts from Dr. M B Athreya's
recent interview to the Nikkei
newspaper of Japan
How do you see the impact of
the various likely political
outcomes post-elections, on
India’s diplomatic relations
with China and the ASEAN
countries?
India’s relations with ASEAN
have been excellent. Those with
China have been improving. The
mutual two-way trade has been
growing fast. All parties and
coalitions share a broad national
consensus on foreign policy. The
main principles are peace;
multilateralism; non-alignment;
growth; strengthening of bilateral,
regional and global institutions
and relations. There will be
continuity in the basic economic
and foreign policies.
Dear Mr. Khader,
Thank you for sending me the e-
Mag of IMCI Delhi. It is interesting
... About the content, I believe that it
will help many people to enrich the
horizon. If you could improve the lay
out, than it will be perfect. Just to
make it more professional look ...
without baloon and too much
accessories. That is my opinion.
Andi Arnida M
Hi Rajiv
Just finished reading the eMag.
Great effort. Good luck.
Cheers
Abhijit Bhaduri

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
May 1-15,
2009
9/10
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.

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
Over 250
professionals await
you…
Join group
‘IMCI – Delhi’
on linkedin.com
Previous ABCeMag
http://www.archive.or
g/details/Imci-Delhi-
Abcemag
http://www.box.net/si
gnup/collablink/d_26
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May 1-15,
2009
10/10
•Innovative and exclusive design
by IMCI Delhi to project member
consultants before the corporate
world.
•Three members at a time.
•Each Talks/Trains for precisely
20 minutes to showcase calibre.
•Participants invited for free.
•Each Talk/Training is uploaded
on youtube.com and highlights
[prepared by the presenter]
printed in ABC-eMag.
•Many such camps conceived
during the year. First being
planned during June 2009.
•Write to us with a brief intro of
the theme.
•If you are not a member and
wish to present, please be a
member first!
Patron:
Dr. M.B.Athreya
Mentors:
Dr. S.R.Mohnot
Mr. Shashi Budhiraja
Dr. Sunil Abrol
Past Chairmen:
Mr. Ashok Kumar
Mr. Ramesh Tyagi
Chairman
Rajiv Khurana
Dy. Chairman
Sumit Chaudhuri
Hon. Secretary
Vijay Nagrani
Hon. Treasurer
M S Sridhar
Executive Members
S A Khader
S B Sengupta
Dr. Shiv Dhawan
Regional Rep.
S A Khader
We await
your ideas,
suggestions,
contribution,
support
and…
Videos on
youtube.com
1. Log on to
www.youtube.com.
2. Type "imcidelhi"
and press the search
button.
3. Click the video
you wish to view.
Celebrate learning!
Podcast
http://www.archive.or
g/details/Imci-Delhi-
PanelDiscussions-
090409
http://www.mediafire.
com/?sharekey=e9b
9f7d6bff84c3c1f8e0ff
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IMCI – Delhi
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This eMag is meant for free electronic circulation amongst members & friends of IMCI - Delhi