IMCI-Delhi-36th-ABCeMag-300910.161213103

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
Dear Readers,
Greetings!
We are finally there.
Lets watch the games, cheer the players, share the victories/sorrows and
learn our lessons of being committed, competent and credible.
As part of Academia, Business and Consulting, we do have many more
lessons to learn. IMCI Delhi sets the ball rolling through two events planned
during October and November 2010.
Hold the baton well…
Cheers,
Rajiv Khurana, CMC, FIMC
Editor
in this issue…
September
16-30, 2010
Event Announcements
Book review
Tips for Consultants
2-3
4-6
7
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 ‘IMCI DELHI’ on
LIFT quotes
About IMCI & Code of Ethics
Misc.
8
9
10

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
D E L H I
Jointly
Invite YOU
to the
8 th Round Table
CWG2010:
Lessons for
Management
Consultants
Date:
Time:
Venue:
October 26, 2010 [Tuesday]
Registration and Tea – 5.45 pm
Round Table – 6.00 pm to 7.20 pm
Consultancy Development Centre
Core 4B, 2nd Floor, India Habitat Centre,
Lodhi Road, New Delhi - 110 003
September
16-30, 2010
2/10
Alag Tewar,
Alag Flavour
Dialogue Initiator:
Chairperson:
Mr. S A Khader
Mr. Anand Chhabra
Dr. Sunil Abrol
Only 20 [twenty] seats available
on ‘first come’ basis and subject
to confirmation. No fee.
For participation, please write
to: imcidelhi@gmail.com.

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
September
16-30, 2010
3/10
On November 27, 2010, ten teams
from various management schools of
NCR will compete to present their
ideas through a 15 minutes
PowerPoint projection and face a short
volley of questions from judges.
The theme:
CWG2010: Lessons
for Corporate
Managers
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:
Leadership, Corporate Governance,
Project Management, Planning and
Execution, Financial Discipline, People
Engagement, Culture Building, ROI
from Stakeholders perspective, Brand
Management, Media Relations etc.
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.
Alag Tewar,
Alag Flavour
[This concept is the intellectual property of IMCI Delhi]

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
Winning Strategies for Business is a
comprehensive strategic management resource
that brings together all the business tools that
managers need for surviving business challenges
and succeeding in the dynamic economic
environment of today. The book provides a holistic
and contemporary lesson on strategic management
by encompassing areas like strategy development,
new economic policy, strategies for survival,
competitive advantage, growth, mergers,
globalisation, innovation and portfolio management.
The author also brings together numerous
examples and case studies on companies such as
Infosys, Reliance, Biocon and Amul to explain how
organisations have faced and dealt with business
and economic challenges.
September
16-30, 2010
4/10
Alag Tewar,
Alag Flavour
Dr Rajat K. Baisya,
CMC
IIT, New Delhi
Director
Booker India Pvt. Ltd
(a wholly owned
subsidiary of Booker
Group Plc.UK)
Strategic Consulting
Group Pvt. Ltd (a
project and strategic
marketing consulting
company)
Businesses are now required to perform in a highly
dynamic environment. Rapid technological changes
coupled with global competitive forces make the
business environment all the more difficult. We are
therefore, passing through a phase of ‘survival of the
fittest’. Businesses have to learn to survive in the ever
changing business environment. For this we need
different strategies. Old rules of the game seems to be
not working any longer.
Strategies are developed to cope with the competitive
environment. A given strategy is not likely to work in all
market with equal degree of effectiveness. The core
strategies of a firm is thus organization specific in a
given market and competition. When market
environment is highly dynamic and changing that fast it
is necessary for the businesses to constantly monitor the
competitive behaviour and take course correction
wherever necessary to ensure success. In an open
market economy organizations have to consider the
whole world as the potential market opportunity for them.
Even small scale industry also has to integrate his
business with the rest of the world and build network and
collaboration to survive. In the new economy, being big
and resourceful will not be the criteria for success. Even
a small company can challenge a large player and can
emerge winner at the end of the game. Technology will
be the key driver for growth and success.

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
September
16-30, 2010
Managing technology to create new products and enter the market first
will be a key success factor for growth and even for survival.
Organisations will be required to benchmark themselves constantly
with the leader in the category as well as with the best in class in terms
of business practices to improve its business processes to be
competitive. Organisations will also be required to create incremental
value in the entire value chain of its business to survive and will focus
only on those activities which it can do better than others. Lot many
new businesses will emerge out of the new concept of providing
services by taking a view that all businesses are in a way to provide
service. The business model will undergo drastic changes .Virtual
organizations, small , lean and mean organization structures will
replace the large hierarchical organization models.
In new economy, life of an enterprise has reduced considerably and
now organizations are either seen to be making big in just five years or
even disappearing in a span of twelve to thirteen years. The
organizations which can quickly readjust to these changes and to the
new realities will survive. Rest will gradually decay.
Globalisation and Liberalisation has changed rules of the game , the
way businesses need to be managed today. Trade barriers and
geographical boundaries are gradually disappearing integrating the
geographical territories and markets. Information and Communication
Technology has further integrated societies and markets by making
faster communication and information flow possible. Technology
development cycle has reduced drastically which in turn reduced the
product life cycle. It will be increasingly difficult to keep the local niches
if the global vision is missing. Internet has opened up new possibilities
to do business. Traditional business model will be no longer relevant.
New models of business are emerging. Organisations will even work
from virtual locations and still remain connected 24X7 with customers,
employees and partners. The familiar milepost will no longer guide the
business decisions. Businesses will be facing more uncertainties and
challenges and more regulatory pressures. The businesses therefore,
have to be more flexible in their approach and functioning.
Making only profit will not be the sole purpose of existence of any
organisation. There will be greater role of the businesses and industry
in relation to its stakeholders. And more importantly, businesses have
to recognize their role in the wider context of society and community.
Without the support of society, business will not survive and therefore,
they will have to be more responsive for society’s need and welfare.
There will be growing concern for environment, safety, health and
hygiene. With growing education and knowledge, customers will be
more discerning and demanding about their rights and
privileges. Product not likely to meet the global standard and
specification will be therefore, be risky to roll out .

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
September
16-30, 2010
Consumers will not accept product failure and therefore promising after
sales service will be considered as a failure for the product to perform.
Hence products for the new order economy will have to be designed in a
way that it does not require any service for its useful life. All products will
be required deliver the required quality which will be defined as meeting
the customers requirement and committed specification. The products in
the market available for sale will be assumed to meeting the stated and
expected quality. Products not meeting those criteria will have no reason
to be there in the market and will be therefore, inevitably end up in
failure.
Organisations will become more lean and mean. There will be
emergence of global managers who will learn to take care and service
global customers and work in global business environment. People and
talent will move freely from various parts of the world like goods and
services. People will start working from home and distant location as long
as they stay connected and report the progress on the given assignment.
This phenomenon will trigger emergence of virtual organizations
connecting people in the organization from all over the world. There will
be no permanency in the job. Only those who will perform will be able
retain jobs. There will be numerous other opportunities for the people to
work in many other sectors including social and development sectors.
Those job will be also very remunerative. There will be more outsourcing
of jobs , functions and manufacturing allowing corporations to focus on
their prime activities.
There will be flow of capital from developed economy to these countries
to create facilities for the manufacturing of goods and services from
these countries to be sold to the rest of the world. Therefore, there will be
emergence of global Indian corporations.
Indian companies were caught unaware when all of a sudden they were
exposed to open market economy. There were therefore, various kind of
reactions that we have witnessed. Some have realigned with the global
players forming joint ventures, some have sold their business to the
global players. Some of them have continued fighting and eventually
seen to be the winners. They have changed their business models and
upgraded in value chain to put up a fight with their MNC counterparts.
And there were corporations who have gone ahead and acquired global
companies. And also there are MNCs who have failed in Indian market.
And still there are some who have to close down their business. Or even
decided to try new business proposals. The reaction therefore, were
mixed.
In the new order economy organizations will be facing global competition
and therefore will be required to follow new strategies to survive and
grow. This book is intended to discuss those strategies which can help
organizations build competitive edge over their nearest rival. Many cases
and numerous examples from real life businesses were discussed to
derive key strategic drivers for success.

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
Apparently I wasn't paying close enough attention, but
as my clients retire or move, industries change, or
companies merge, I find my list of prospective clients
shrinking. How can I be sure to have a good quality
contact list to assure a steady stream of prospects?
We all know that it's who you know that counts in this
consulting relationship business. Whether you need cool or
warm leads, having a list of prospects is only part of the
issue. You also need to work on maintaining a list of
referrers who both know you and know your prospects.
Technology can help in some cases. For example,
business networking groups like LinkedIn now lists several
hundred thousand management consultants. If you have
about 100 connections, you are likely to have about 50,000
second order links and millions of third order links. Way
more than you need to get to almost any prospect!
You are wise to build your contacts list as much as your
prospect list. Define what kind of individuals would be good
referrers. Set a target of adding 5-10 new qualified
contacts each week. Capture information about each
potential referrer in a managed contact list. Include
demographic and personal information so you have a way
to connect to them. Note their needs so you can take
advantage of opportunities to contribute to the relationship.
September
16-30, 2010
7/10
After a year, you will have several hundred contacts. If you
have categorized each one, you will have opportunities to
send all contacts in your (for example) technology category
an article about some new technology that they would find
interesting. If you limit this to about 10-15 categories, you
can nurture the relationships and stay top of mind.
Tip: Be sure to "make deposits before you make
withdrawals" in the relationship bank. Actively manage your
contact list, each month looking through every contact to
see how you might help each contact.
Alag Tewar,
Alag Flavour

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
September
16-30, 2010
8/10
If I advance, follow
me! If I retreat, kill
me! If I die, avenge
me!
- Francois De La
Rochefoucauld
I have three
precious things
which I hold fast
and prize. The first
is gentleness; the
second is frugality;
the third is humility,
which keeps me
from putting myself
before others. Be
gentle and you can
be bold; be frugal
and you can be
liberal; avoid
putting yourself
before others and
you can become a
leader among men.
- Lao-Tzu
Leadership Ideas For Today
Sounds of Silence
Four monks decided to meditate
silently without speaking for two
weeks. By nightfall on the first day,
the candle began to flicker and then
went out. The first monk said, "Oh,
no! The candle is out." The second
monk said, "Aren't we not suppose
to talk?" The third monk said, "Why
must you two break the silence?"
The fourth monk laughed and said,
"Ha! I'm the only one who didn't
speak."
Surprising the Master
The students in the monastery
were in total awe of the elder monk,
not because he was strict, but
because nothing ever seemed to
upset or ruffle him. So they found
him a bit unearthly and even
frightening. One day they decided
to put him to a test. A bunch of
them very quietly hid in a dark
corner of one of the hallways, and
waited for the monk to walk by.
Within moments, the old man
appeared, carrying a cup of hot tea.
Just as he passed by, the students
all rushed out at him screaming as
loud as they could. But the monk
showed no reaction whatsoever.
He peacefully made his way to a
small table at the end of the hall,
gently placed the cup down, and
then, leaning against the wall, cried
out with shock, "Ohhhhh!"
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
September
16-30, 2010
9/10
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.

de-limiting excellence
Institute
of
Management
Consultants
of
India,
Delhi
Visit
Join group
‘IMCI – Delhi’
on linkedin.com
http://twitter.com/imcidelhi
Imagine
The Client says “I am your
fan.”
What does it take?
We await your
ideas,
suggestions,
contribution,
support …
September
16-30, 2010
10/10
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
Anand Chhabra
Regional Rep.
S A Khader
IMCI – Delhi
imcidelhi@gmail.com
This eMag is meant for free electronic circulation amongst members & friends of IMCI - Delhi