IMCI-Delhi-7th-ABCeMag

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
July 1-15,
2009
July 16, 2009
Panel Discussion and
Complimentary Dinner for
members
6.00pm onwards
Venue: CDC & IHC
July 17, 2009
ROUND TABLE: Consultants’
Collaborating for Business
Development*
4.45 - 7.00pm
Venue: CDC
July 20, 2009
2nd CampT20: Three member
speakers for 20 minutes each*
5.40 - 7.20pm
Venue: IMI
July 22, 2009
Executive Team Meet
Chairman’s Office
Dear Reader
We greet you on the occasion of
International Management
Consultants’ Day: July 16, 2009.
IMCI Delhi Team decides to extend
the celebrations a bit more to
organize the International
Management Consultants’ Week.
Indulgence is great!
With management campuses
beginning their sessions, we also
begin our Yo! [Youth Outreach]
program announced in the last issue.
Students of today are the future of
ABC – Academia, Business and
Consulting. A year round of activities
start unfolding by IMCI Delhi,
dedicated to the young
professionals.
We can’t stop an idea whose time
has come.
It’s Yo!Times.
Cheers,
Rajiv Khurana, CMC, FIMC
Chairman, IMCI - Delhi
in this issue…
Management Consultants’ Day –
thoughts and reflections
2-3
Round Table – July 17, 2009 4
T20 Camp – July 20, 2009 5
Corporate Governance with a Soul 6-7
Yo!program 8-9
LIFT quotes; CDC Advt. 10
About IMCI & Code of Ethics 11
Certified Management Consultant TM
T he i nternational c r ed en t i als 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 ]
*Open to public.
Details inside.
Misc. 12
imcidelhi@gmail.com, www.imcidelhi.com
http://sites.google.com/site/imcidelhi,
http://twitter.com/imcidelhi

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
Management Consulting Day:
Goals & fulfilment
Walter Vieira
I am happy that we have evolved to a stage
where we have an annual 'Management
Consultants Day.' In an age where there is
even a Personal Secretaries Day, it would
have been a shame if a Management
Consultants Day was not observed.
It gives the professionals involved, a time
for reflection. Who are we? What are we
doing and how? Can we do better and
how? Where are we going and where do
we need to go? Are we all together with
common goals and code of ethics?
The first proposal for an
International Consultants
Day was made in 1999 by
Shanker Gopalkrishnan,
the Trustee for IMC India.
India pioneered the
celebration of the day and
subsequently more
countries have been
involved.
July 1-15,
2009
2/12
The second is, to make the people we
serve, and the general public - aware of
what we do, why, how, where and
when. And how while earning a livelihood
and practicing a profession we also serve
society and the nation.
Our annual days generally have rituals
where professionals meet each other. What
about using the occasion to meet clients,
present or prospective to tell them what we
do and the useful roles we play.
If both these roles are kept in mind, on
every Management Consultants Day, in
every chapter in the country, and the
programs designed appropriately, we would
have done a great service to the profession
we belong to.
Walter is a Certified
Management
Consultant; and a
Fellow of the Institute
of Management
Consultants of India.
He has been the
President of the
Institute of
Management
Consultants of India
(1986-1991); the
Founder/Chairman of
Asia Pacific
Conference of
Management
Consultants; and the
first Asian to be
elected Chairman of
the world apex body
of management
consultants (ICMCI)
International Council
of Management
Consulting Institutes.

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
Reflections:
International
Management
Consultants’
Day
Currently, Managment Consultants Day is celebrated
as an in-house affair of IMCI or ICMCI. This initiative
which is pursued for the last five years is to be
appreciated for making a beginning. We may have to
go farther than reminding ourselves the relevance of
our profession once a year, but it should reach the
masses and general public also, apart from the
organized sector.
It is well-known, International (Special) days such as
Environment Day, HIV Day, Fathers Day/Mothers Day
etc. are celebrated more to create a mass-awareness
on the relevance of the Issue in public in general.
Likewise, as managment consultants, we also need to
look at the broader target group of consulting
profession, which includes it clients, organized sector
employees, even informal sector employeesand
subjects of the nation in genral, who are
affected/influenced by consulting services or a kind of
a mass awareness need be creaed through such
celebrations. Such inititives when fructified are likely to
give a major boost to the professional practice inthe
country. for instance - chartered accoutants, medical
doctors etc.
July 1-15,
2009
3/12
S A Khader
A productivity &
competitiveness
consultant and a
consultant
trainer, with lifetime
association
with indian
productivity
movement
To reach that level of mass awareness creation, it
isessential to rope in the official machinary of the
government and bymaking the Consultatns Day
Celebrtion sponsored/owned-up by the relevant
ministry/minister and a national message by
Presidetn/VP/PM or the relevant minister would be
essentail. this would also give a hugemedia coverage.
Such an initiative could be a aludable effort by IMCI or
CEAI or DSIR or Planning Commission or jointly. Even
the apex industry bodies like CII, FICCI and
ecnomicsectorbodies like NABARD, CAPART etc
could sldo be associated with this initiative as the
beneficieries of the consultancy.
IMCI may like to catalyze such a critical mass of apex
consulting institutions in India to rope in the
governmental machinary for such an onerous task of
promoting use of consulting for performance
improvemnt of enterprises, economic sectors & QWL
of Aam Admi in particular as well.

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
July 1-15,
2009
4/12
Jointly Invite YOU to the first of its kind
Round Table:
Consultants’ Collaborating
for Business Development
Date: July 17, 2009
Time:
Registration and Tea – 4.45 pm
Round Table - 5.00 pm to 7.00 pm
Venue:
Consultancy Development Centre
Core 4B, 2nd Floor, India Habitat Centre,
Lodhi Road, New Delhi - 110 003
Round Table Outline
Defining the consulting opportunity
Market opportunity
•large and mid-sized companies
•small and boutique firms
•freelancers
Challenges
•Quality of consultants and quality of
services
•Clarity of thought of clients
•Funding agencies
•Government
•Private sector
Procurement systems and procedures
Interaction and interrelationships with
foreign consultants
Business development strategies
Ideas on synergistic relationship
building
Consortium bidding and relationship
management
Mr. Sudhir Ahluwalia, TCS, will initiate
the discussions.

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
Jointly invite
you to:
Innovative and
exclusive design by IMCI
Delhi to project member
consultants before the
corporate world.
Three members at a
time.
Each Presenter
Talks/Trains for precisely
20 minutes to showcase
calibre.
Date July 20, 2009
1735 1755 Registration
+ Tea20
1800 1920 T20
Venue:
International Management Institute
B-10, Qutab Institutional Area,
Tara Crescent, New Delhi – 110016, India
Pref. dress code: Jeans and T-shirt
Creating BEST Organisation To Work For
July 1-15,
2009
5/12
Totally INFORMAL
ENVIRONMENT
Participants invited for
free.
Each Talk/Training is
uploaded on msnvideo/
youtube.com and
highlights [prepared by
the presenter] printed in
ABC-eMag.
Many such camps
conceived during the
year.
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!
Neerja Verma
MBA with over 25 years experience in
functional and strategic management areas,
both as a corporate insider and a consultant.
Modelling For Enterprise Competitiveness
S.A.Khader
A productivity & competitiveness consultant
and a consultant trainer, with life-time
association with indian productivity
movement.
Opportunities & Challenges in rural
marketing
Vijay Nagrani
Certified Management Consultant
Specialising in Marketing
Research/Strategies and Training.
Please send your confirmation at imcidelhi@gmail.com.

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
July 1-15,
2009
6/12
Corporate Governance with a Soul
Dr. Mrityunjay Athreya
While it is necessary to install the various “structures and systems” for
CG, they are not sufficient. The aatman, the soul, or spirit of CG is even
more needed. This paper focusses on CG, using the relevant tools, but,
even more importantly, with ethics and values. It is divided into five
parts. The first section recognises the need for a ‘body’ of CG. Section 2
brings out the ethics needed to put soul into CG. The third section points
out the limitations of an approach of mere legal compliance. The next
part stresses the need for the Top Management to see CG as part of “our
dharma”. The paper concludes with suggestions for action by the Top
Managements of companies for realising CG with a soul.
1. THE BODY OF CG
The following are some of the limbs which constitute the physical body of
CG.
Some companies engage in CG mainly because it is a requirement under
Section 49 of the Listing Agreement, with the stock exchanges, as part of
SEBI regulations.
The CG code also requires that at least half the board of a listed company
are independent, external, Non-Executive Directors (NEDs).
The code also prescribes the formation of a few committees, such as on
Appointments; Audit; Compensation; and Shareholder Grievances.
The Committees, the Board and the shareholders are entitled to receive
various reports, with different periodicities.
Companies are also expected to disclose relevant information, to targeted
recipients, transparently, and avoid leakages and abuses like insider
trading.
But often, the underlying purposes of these elements of the body of the
CG are not met. There can be notional compliance in letter, but not in
spirit.
2. THE AATMA OF CG
In order to save the soul of CG, it is necessary to add the following “soft”
aspects.
An attitude of sevaa, service, to all the stakeholders, namely –
customers; shareholders; society; partners; and employees.
The Top Management should be imbued with the spirit of being
“trustees” of all the resources – physical, financial and human – kept in
their care. Such spirit should be internalised by all executives and
employees in a spirit of ownership.
Wealth should be created not just for the promoters; or senior executives;
or similar power centres, but for all the stakeholders mentioned above, in
different forms.
The Management should demonstrate high quality Self-Governance, in
the right spirit, which will make Governance by the Board both less
necessary; and, easier.
The organisation should have a culture, built on core values, including
ethics, as an important component.

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
July 1-15,
2009
7/12
Dr. M B
Athreya
Management
Guru. Former
Professor - IIM
Kolkata, London
and Scottish
Business
Schools. Chair
and Member of
Government
Policy
Committees. Ad
visor to industry,
government and
NGOs.
3. NOT JUST COMPLIANCE
So, CG with a soul is much more than just compliance. A mindset of
compliance leads to the following gaps.
The Management and staff develop motivation just enough to meet the
legal minimum.
The approach is mechanistic, just to fill the formats and meet the dates.
Even such limited compliance is done with an attitude of reluctance, and
not utsaah, enthusiasm.
Some of the data disclosure; submissions; and actions are done on
demand by the various committees; rather than voluntarily.
The whole “burden” of CG is borne by such a company because of the
pressure of the NEDs; and not out of conviction.
Recently, in the US, the Securities and Exchange Commission, SEC,
ordered GE to restate earnings. Such restatement was demanded for 5
years 2001-06. GE has only a small reduction in income, but still a moral
setback. It is the second time in 18 months. GE has pride in the high
standards of its internal controls. At a broader level, the SEC has made
tighter rules on Derivatives since 2001. More than 200 US companies
have had to restate!
4. OUR DHARMA
CG with a soul can come about when Management and staff pursue it as
“our dharma”.
The compliance should be voluntary and willing, without being pushed by
the NEDs; Committees, etc.
The Management actions should be progressive; and ahead of the
regulations.
The Management should seek and adopt the current best practices of CG.
It should go further, and experiment with even superior next practices.
The Management should learn and benefit from the constructive criticism
and suggestions of the NEDs; Committees; and regulators.
The Management should value and cherish the NEDs, rather than see
them as a “nuisance”.
5. WAY FORWARD
Corporations can progress towards CG with a soul through the following
steps.
The starting point is the self-realisation by the Top Management. NEDs;
Committees; Regulators; and experts can nudge the Management, but
ultimately, one can only take horses to water, but not make them drink.
The Management should bring about a cultural transformation in the
organisation, on the lines of certain core values.
It is useful to have an Ethics Policy, and also designate an executive in the
company; its main divisions; functions; and locations, as the Ethics Officer.
The Tata Group has this practice.
The Management should aim at achieving high performance in the
parameters of Profitability; Growth; Image; and Continuity. Such
performance should be sought not by any means, but only consistent with
values. Management should make staff aware that long term, sustained
performance can come about only through values.
Finally, the present Top Management should mentor their own value based
successors for the future.

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
Compliments for reading this page!
Yo! is meant ONLY for serious
minded management students.
Why is IMCI Delhi serious about
you?
- because we have chosen a
mandate to help management
students
- because we are a not-for-profit
body
- because each of our member has
gone through your stage in his/her
personal life
Why so low? Just Rs. 500?
July 1-15,
2009
8/12
•Your money is not our motive. Your future is.
•We offer you help only during the time you are a
management student.
•We take a token amount to add to the seriousness and
symbolically cover some expenses.
•As a second year MBA student, you pay Rs.500 for the
complete academic year.
•As a first year MBA student, you pay Rs.900 for your I & II
academic year.
How do I enroll?
Write to us at
imcidelhi@gmail.com
What do I get?
Read on…

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
What do I get?
Depends on what you seek.
Your 1 or 2 years active
participation with IMCI Delhi
can create some of the
following opportunities for you
to explore:
July 1-15,
2009
9/12
Attend career guidance and
personality development sessions
organized by us for you.
Rub shoulders with the who’s
who of professionals from the
domain of Academia, Business or
Consulting
Participate in evening talks
hosted by IMCI Delhi
Participate in IMCI Delhi’s
conferences @ 50% fee
Interact with students from other
Management Institutes
Participate in the Inter-
Management Institutes
competitions
Get an indirect benefit as we
give opportunities to your faculty
to participate in our events
Get opportunities to participate
as a volunteer in our events, web
communications or ABCeMag.
Earn special recognition and
certificates for it.
Get ‘Yo! certificate of
participation’ upon attending
minimum three events during the
year.
Seek project guidance,
counselling, coaching…from
senior members of IMCI Delhi
subject to their availability
Evaluate the option of making
MANAGEMENT CONSULTING
as a career choice
Get our fortnightly eMagazine –
ABCeMag: delimiting excellence
[download previous issues from
http://sites.google.com/site/imcidelhi]
Listen and view what the
experts say during the events
organized by IMCI (if you miss
any). Search for ‘imcidelhi’ on
youtube.com and enrich yourself.
Listen to the podcast in mp3
format. Download it on your mp3
player or cellphone and expand
your learning horizon ‘on the
go…’. Sample it by clicking:
http://www.box.net/shared/c0cvrf0a2g
Participate in the discussions on
linkedin.com by becoming
member of the group ‘imcidelhi’.
This will give you global
connectivity.
Follow imcidelhi through micro
blogging on twitter.
http://twitter.com/imcidelhi
Download the pictures we take
during events. See yourself in
elite company. Sample it by
clicking:
http://tinyurl.com/imcidelhiguruspeaks1-pics
…and this
list will keep
growing

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
A boss creates fear, a leader
confidence.
A boss fixes blame, a leader
corrects mistakes.
A boss knows all, a leader asks
questions.
A boss makes work drudgery, a
leader makes it interesting.
A boss is interested in himself or
herself, a leader is interested in
the group.
- Russell H. Ewing
The key to
successful
leadership
today is
influence,
not authority
- Kenneth
Blanchard
July 1-15,
2009
A leader takes people
where they want to go. A
great leader takes people
where they don't
necessarily want to go, but
ought to be.
- Rosalynn Carter
10/12
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
July 1-15,
2009
11/12
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
Minimum Guidelines
Code of
Professional
Conduct for
IMCI members
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
Exclusive for
IMCI Delhi Members
Panel Discussion:
MANAGEMENT CONSULTING :
RESKILLING FOR FUTURE
UNLIMITED
http://twitter.com/i
mcidelhi
Panelists:
Dr. S.R.Mohnot, Moderator
Dr. Sunil Abrol
Mr. Ashok Kumar
Mr. Rajiv Khurana
Date: July 16, 2009
Time:
6.30 pm
Venue:
Consultancy Development Centre, Core 4B,
2nd Floor, India Habitat Centre, Lodhi Road,
New Delhi - 110 003
We await
your ideas,
suggestions,
contribution,
support
and…
July 1-15,
2009
12/12
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
IMCI – Delhi
Alag Tevar, Alag Flavour
imcidelhi@gmail.com
This eMag is meant for free electronic circulation amongst members & friends of IMCI - Delhi