IMCI-Delhi-15th-ABCeMag-161109.161215325

Dear Reader,
de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
This has been an eventful fortnight for IMCI Delhi.
Dr. Charles M Savage made an Impactful presentation on ‘The Triple
Bottom Line…’ on 11.11.09 at the jointly organized Guru Speaks
session by AIMA-IMI-IMCI Delhi. Over 110 professionals and students
participated. Follow the links in this eMag to listen to the podcast,
watch the Video or see 232 pictures.
From this fortnight, we start our column ‘TIPS FOR CONSULTANTS’,
courtesy IMC, USA.
We also have a special message from China.
These are global strides. Who says, IMCI Delhi is a local body?
An interesting discovery this fortnight was the reluctant but very
effective transformation of Sumit Chaudhuri as a photographer. I
must admit, he has done a neat job. He further strengthens the
saying, “management consultant can wear any cap”.
The overnight reporting by Mr. S A Khader on the Guru Speaks
session shows his commitment to the profession which would serve
inspiration to others.
‘Alag Tewar, Alag Flavour’ are not words. They show the passion for
which IMCI Delhi stands.
The play and performance continues…
Cheers,
Rajiv Khurana, CMC, FIMC
Chairman
IMCI Delhi
November 1-15,
2009
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 ]
Report – GURU SPEAKE…
Tips for Consultants
Message from China
LIFT quotes; CDC Advt.
About IMCI & Code of Ethics
Misc.
in this issue…
imcidelhi@gmail.com, www.imcidelhi.com
http://sites.google.com/site/imcidelhi,
http://twitter.com/imcidelhi
2-6
7-8
9
10
11
12

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
11.11.2009
The Triple
Bottom Line:
Time to rethink education,
organization and our
interaction with the planet
Podcast
http://www.box.net/shared/47
c11ssbu5
Video and Pictures
November 1-15,
2009
Dr. Dr. Charles Charles
M. Savage, M. Savage,
President & Mentor
President & Mentor
Knowledge Era
Knowledge Era
Enterprises
Enterprises
International
International
Munich, Germany
Munich, Germany
http://picasaweb.google.com/
lh/sredir?uname=thepersonn
ellab&target=ALBUM&id=54
03148242692617873&authk
ey=Gv1sRgCLTI0Yaw5MDQ
fA&feat=email
or
http://tinyurl.com/yduh9yd
A joint initiative with:
2/12
Alag Tewar,
Alag Flavour

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
Triple Bottom-Line:
Time to rethink Education, Organization &
our interaction with the Planet
November 1-15,
2009
3/12
Alag Tewar,
Alag Flavour
A brief report by
S A Khader
A productivity &
competitiveness
consultant and a
consultant
trainer, with lifetime
association
with indian
productivity
movement
IMCIDelhi has networked with both the national
bodies of eminence like All India Management
Association (AIMA) and International Management
Institute (IMI) to co-host this second Guru-Speak
event, in keeping with its pledge of ‘Alag Tevar &
Alag Flavor’ for the year 2009-10. IMCI Delhi had
been able to bring home an International
Management Guru in no less a person of eminence
like Dr. Charles M Savage of Fifth Generation
Management fame to discuss the much sought after
focus of ‘Triple Bottom-Line’ as the need of the
hour, where every one is concerned with the issues
of Global warming & climate change of all sorts; be it
in the physical sense, emotional & cultural sense
further compounded by economic down-turns.

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
November 1-15,
2009
4/12
Alag Tewar,
Alag Flavour
Shri Kamal Singh, Director welcomed Dr Charles to apex management
body - AIMA, highlighting the overwhelming benefits that the
participating Indian management community would get through the
wisdom and counsel by the famous Guru – Dr. Charles M Savage.
During the introductory remarks, the Chairman IMCI Delhi, Mr. Rajiv
Khurana, who also chaired the event took the opportunity in his
characteristic style of intellectualism laced with humor, to make a brief
presentation on the strides IMCI Delhi has been making in enhancing
the professionalism in the consulting profession and also delineated the
heightened level of interactive interludes among consulting
professionals under its aegis.
Dr. Savage, at the outset aroused the audience by stating that ‘Business
as Usual is no-longer the Option’ mainly due to reasons of survival
threatening issues; such as i) Global warming and climate change on
one hand owing to indiscriminate exploitation of resources resulting in
fast depletion of reserves and ii) ever increasing zeal to enhance the
material (by fair as well as unfair means) well-being of growing billions
coupled with iii) widening divide between haves and have-nots resulting
in enhanced distrust between different sections of the enterprise and
communities. The profit based paradigm proposed by Industrial Era is
crumbling down, forcing the enterprise management to focus on triple
bottom-line i.e. profit, people and planet. This means; the
management of the enterprise should introspect continuously whether
each of their decisions stand to the test of adding economic value and at
the same time enhance the human respect, dignity and honor (be it at
the employee level or the customer or vendor level or at the community
as a human entity). Most importantly, the enterprise should also examine
whether their exploitation of resource endowments and also its
discharges to the physical and societal & commercial environments are
optimal so as to ensure rejuvenation/rebuilding rather than massive
depletion, degradation and also mutilation. In other words, the enterprise
should question itself at every stage, whether it is adding to the already
stable and sustained harmony in different elements of nature, be it the
individuals & societies, be it the natural resource endowments. Most
importantly, consider whether the future generations would be able to
sustain the comfort levels that are being currently enjoyed by the society.
In this sense, Dr. Charles establishes the need to rethink on the current
style and structure of running businesses.

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
November 1-15,
2009
5/12
Alag Tewar,
Alag Flavour
The over exploitation of natural
resources including the human capital,
according to Dr. Charles is due to the
‘Invisible Hand’ propelling enhanced
materialism of the society through the
belief and principle that ‘Private Buys
– Public Gains’ is best suited to the
society. If this trend continues, there
is an increasing fear of shortening of
the life of this planet and the business
& society. This vicious circle of
increasing materialism disturbing the
total environment need be broken at
some stage or other. For this, he
suggests a palliative to all segments of
the society i.e. ‘Live Lightly and Live
Lively’, which had been the
quintessence of spiritual outlook to life,
which our societies practiced over
centuries. He went on to add, the
wisdom of Vedic-tradition of life and
practices in Indian society should be
eye-openers for the other communities
at large. He propounded the concept
of trust based ownership of
enterprise symbolizing open
communication and resulting in
minimized greed in all forms and in all
segments of the society as the need of
the day. In this regard, it is essential
for each one, in particular the so-called
intellectual class to ‘Stand Tall’ and
imbibe the values and virtues of
austerity and compassion & love for
one and all. In this context, the author
of this summary further adds,
managers in all walks of life should
adapt in an appropriate way the
concepts and values imbibed in the
following management practices and
techniques, which may be termed as
green-management processes/clean
management processes.

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
•Customer feed back and Education
•ISO 9000/HACCP/TQM & BENCHMARKING
•ISO 14000/GRI
•SA 8000/OHSAS
•Value Based Management & HRD
•Corporate Governance and Ethics/AA1000
•Corporate Citizen/Corporate Social Responsibility/Global Compact
•Human Centered Management
•Sustainable Development (Conservation of Scarce Resources &
Cultures)
•R & D and Design for Excellence
•Inclusiveness
•Spiritual Outlook to Development & Management
November 1-15,
2009
These are by no means exhaustive, but all these practices form
essentials of the good management technology that enables an
enterprise go Green. A beginning need be made to bring in
rethinking of current management education and development to
inculcate such a thinking and philosophy that makes them ‘Gyanis’
out of our managers, who integrate the above requirements and
compulsions for ensuring sustainability of the entire societal & ecosystem.
Most organizations that have graduated from ‘GOOD to
GREAT’ as per Jim Collins have been successful in ensuring
compassion to the planet and people. The wise Guru from abroad
characteristically sums up his presentation by saying that there is
“More in Life than Making Money”, which should sound music to
the Indian ear.
6/12
Alag Tewar,
Alag Flavour
Pictures by: Sumit Chaudhuri

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
November 1-15,
2009
7/12
Alag Tewar,
Alag Flavour
Thank you,
Mark R. Haas CMC, FIMC
Editor
Tips for Consultants
and
President
Research and Organization
Management, Inc., USA
For your concurrence to print
the tips in our ABCeMag
regularly.
My clients are always behind schedule
in the implementation of the
recommendations I make. We have
very specific timelines on all of our
projects, but they always seem to fall
behind schedule because of a few
people on the "critical path" letting
things "slip." Do you have any
suggestions?
You certainly might suggest to your client
that a project management seminar or
"refresher" course might be helpful to get
things back on track. You may feel
strongly that you don't want to interfere
too much in the management of your
client's staff. One of the techniques you
might want to try is the "reminder"
method. Try using a short, friendly note
sent a day or two ahead of a due date,
gently worded in the form of a "reminder"
that something important is due. Word
choice is very important. Be sure to
strategically use this phrase in your note:
"Make sure to let me know if there is
anything I can do to help!" You might also
"CC" the project leader on the "reminder"
note in order to subtly enlist their
assistance in helping the team member
meet the deadline.
Tip: We are rarely called on to manage
our client's staff, but we can certainly play
a role in expediting action items without
interfering. The key is to be nonpresumptuous,
non-accusatory, and
always willing to offer help.
Copyright (c) 2009,
Institute of Management Consultants USA

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
November 1-15,
2009
8/12
Alag Tewar,
Alag Flavour
I have refined my consulting approaches over the years and my
clients seem to appreciate them. Is there any reason I need to
validate these approaches to improve them?
This is a touchy question for many consultants. We tell our clients to
apply proven approaches to process improvement but we don't
necessarily apply the same rigor selecting methodologies for our own
businesses. Often, we spend most of our time delivering client services or
in marketing and relatively less time researching and developing new or
even better approaches. Some large firms devote the resources to
research and develop new consulting services but most firms rarely
spend sufficient time seriously creating services based on evidence. We
know clients are enamored with "innovative" so we are happy to oblige.
Consider where your consulting practice is in terms of these suspect
decision making practices:
Selecting the Wrong Model - Consultants are known for generating a
steady stream of "the latest" approaches to management. Some
managers and consultants presume these models are appropriate when
they are not. The attractiveness of an approach is often based on how
clever they appear or the logic that if they worked for one company, they
will work for others. A write-up in a management magazine is not a
justification that an approach will work for your client. So too is it wrong to
abandon an approach because someone says "The XYZ method is
dead."
Repeating What Worked Recently - The world and business are
constantly evolving. While some truths are timeless, as business
changes, so must your consulting business. Just because your approach
worked so well for your last client does not validate its use for your next
client. Each client warrants a zero-based review of how best to approach
a problem. Using your "standard" approach without a proper diagnosis is
unprofessional. At a minimum, you must validate that the success of your
last client was due to your intervention and not some other factors before
you propose the same approach.
Not Examining Your Ideologies - We need to constantly evaluate whether
our deep seated beliefs about training, incentives, strategy, morale, and
other ideologies based on our culture, experience or education are really
true. For example, mergers are often proposed as a way to capture
market share and offset corporate weaknesses in a competitive market.
The fact is that most mergers, even those with prodigious due diligence,
fail spectacularly and most actually destroy shareholder value, yet
consultants still eagerly propose M&A as a strategy.
Copyright (c) 2009, Institute of Management Consultants USA

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
November 1-15,
2009
9/12
Dear Friends:
I am Sindy Wang from MCC of CEC. I notice that
more and more foreign businessmen or tourists
need service or guide when they in China. Since
we have a big network of ICMCI members, why
not use it to provide the service? I send the
message to you and hope it is useful to you and
your clients. You should tell your members or
clients: “Do you want to work in China or need to
know Chinese market, contact us because we
have Chinese partnership with MCC of CEC! MCC
would give a trusted service!”
If you are interested in it, or your clients need the
services, do not hesitate to contact:
Mp: +86-13811404046 yinka +86-15210659611
Lisa Lee
Email: yinkamit@gmail.com,
lisa83212@gmail.com
Skype: yinkamit@skype.com , lisa83212
If you have other suggestions to me, contact by:
0086-010-68701265, Email:
sindyw56@yahoo.com.cn
Skype: sindyw56
If you want to set up partnership with Chinese
CMC or MCC of CEC in your business , please
contact me immediately!
I hope ICMCI would be a big close consulting
family in which we can communicate, help each
other and partner our business!
Faithfully,
Sindy Wang
Liaison officer of MCC of CEC to ICMCI
Alag Tewar,
Alag Flavour

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
You cannot be a
leader and ask
other people to
follow you,
unless you know
how to follow too.
- Senator Sam
Rayburn
Leadership is an action,
not a word. – Richard P
Cooley
November 1-15,
2009
Leaders
walk their
talk; in true
leaders,
there is no
gap
between
the theories
they
espouse
and their
practice.
-Warren
Bennis
10/12
Leadership Ideas For Today
Alag Tewar,
Alag Flavour
Extracts from the gift book- LIFT,
pending print, by
- Rajiv Khurana, CMC, FIMC

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
November 1-15,
2009
11/12
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.

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
Join group
‘IMCI – Delhi’
on linkedin.com
http://twitter.com/i
mcidelhi
November 1-15,
2009
12/12
Alag Tewar,
Alag Flavour
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 …
IMCI – Delhi
imcidelhi@gmail.com
This eMag is meant for free electronic circulation amongst members & friends of IMCI - Delhi