Consultaire 2.0

Foreword

Prof. Anita Sharma, IIM Amritsar

In a fast-changing global economy, there is an increasing need to understand how decisions are made, how strategy emerges in an organization in practice, who gets involved in strategy processes and how strategy changes over time. It is more and more important to bring together varying perspectives of strategy and its relationship with Finance, Human Resource, Marketing and Operations. The emerging interests in the practice perspective of strategic management during the past decade makes it particularly interesting for us to reflect on the intersections between the process and practice perspective of strategic management.

It is my pleasure to welcome you to Consultaire, the magazine of exemplary writing by students enrolled in various prestigious B schools of India. This is IIM Amritsar’s Second edition of Consultaire and the pieces featured in this edition captures articles from the domain of Operations and Strategy.

Stratagem team worked tirelessly to make this edition a reality. My gratitude goes to students and professors who served on the committee to choose what would be published in this edition.

Finally, Congratulations to the students whose work got selected; they can be justifiably proud of having their work chosen for publication and we are happy to acknowledge their achievement. And now, I invite you to read their writing in Consultaire 2.0, and I very much hope you enjoy this magazine issue

03

Cognitive Procurement Adoption Strategies, Benefits & Challenges

Interview With Mr. Deepak Sharan

07

Operations/ Supply Chain in Solid Waste Management

International Strategy Dissonance Reading the Signs

10

12

Walmart Flipkart Acquisition A Boon or Bane for Indian Retail Industry

14

Cognitive computing aims to understand complex higher-level thinking and decision-making processes of humans and recreate the same within a machine context. This is accomplished through a variety of artificial intelligence techniques including machine learning, natural language processing and data analytics built upon contextual interpretation of real-time data from a multitude of sources, sensors and other systems.

The volume of such data has been growing exponentially with the rise of Internet of Things (IoT) in an increasingly digitally connected world.

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As organizations undertake “Digital Transformation� initiatives, cognitive computing remains one of the fastest growing technology areas in recent years. IDC forecasts that worldwide spending on cognitive and artificial intelligence systems will reach $19.1 billion in 2018 and will grow to $52.2 billion in 2021 at a CAGR of 46.2% over the 2016-2021 forecast period [1]. An IBM study from over 6,000 executives across industries indicates that 50% of global CEOs surveyed intend to adopt cognitive computing by 2019 [2].

|Students’ Article| Organizational Readiness The implications of this research by IDC and IBM are significant across organizational functions, including procurement. It becomes imperative that procurement is included as a critical component while planning digital transformation of an organization and not as an afterthought. An organization‟s capability to leverage the power of cognitive computing is built up over multiple stages and cannot be implemented overnight [3]. Figure 1 illustrates the suitability of cognitive procurement for organizations at different levels of procurement complexity and technology maturity

Consultaire|December 2018

have no real need for cognitive procurement, any action in that direction should be viewed as “Fad following” behaviour. The recommendation is to improve technology maturity by implementing Big Data management, process automation and employee training. As such organizations grow and procurement complexity increases, they would be better positioned to quickly adopt cognitive procurement systems.

Potentials These are organizations where fundamental technologies and organizational capabilities to support cognitive procurement are already in place, but procurement complexity remains low. Such organizations are more likely to be ready for cognitive procurement adoption when the need arises. Immediate adoption of cognitive capabilities at this stage of the organization‟s journey would at most confer some incremental, evolutionary value.

Laggards

These are organizations where technology maturity is poor but their procurement systems and processes are already complex.

Though such organizations would immediFigure 1 Cognitive Procurement adoption strategies ately benefit from having a cognitive procurement system, they will first need to Watchers build the technological and organizational expertise over which the cognitive capabiliThese are organizations with low complexities can be constructed. ty in their procurement processes and their internal technology maturity is low. Since

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|Students’ Article| Leaders

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recommend measures to prevent or mitigate those risks. For example, using internal data, a cognitive system can recognize abnormal increase in consumption of a particular item in an organization and can flag it for further investigation. In parallel, it can also recommend advance procurement to avoid stockout scenarios until underlying issues are addressed.

These are organizations where complex procurement processes and systems are complemented by already mature technology readiness. The introduction of cognitive procurement is likely to have an immediate benefit and potentially confer sustained competitive advantage to such organizations until the laggards catch up over time.

Such organizations have the ecosystem in Environment Monitoring place to realize revolutionary gains by introAn example of leveraging data from the exducing cognitive capabilities in procurement ternal environment would be when occursystems and processes. rence of significant events (such as major Benefits business shifts, changes to governmental policies, interest rates, currency exchange A key challenge for procurement is to idenrates or even natural disasters) can result in tify and minimize supplier risk efficiently. potential disruptions to suppliers, and the Cognitive procurement offers the following cognitive system would kick in to recombenefits – mend advance procurement to prevent supScaling up ply disruption. Discovering such insights A cognitive system is far better equipped from large amounts of real-time data is virthan a human operator to evaluate huge tually impossible for a human operator. amounts of structured and unstructured data from ordering, and systems which track internal usage and external environmental parameters.

Lifecycle Tracking Cognitive procurement can also help track previously procured items through their lifecycle within an organization and to optimize their disposal dynamically instead of following a set of pre-defined criteria. The system can recognize latent risks faster and

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|Students’ Article| Eliminate Biases Apart from the ability to quickly analyse large swathes of data, the biggest value of a cognitive system is to eliminate inherent human biases in a decision-making process.

Any individual-specific or vendor-specific preferences do not influence outcomes in a cognitive system, while they might for a human operator. This ability ensures consistent and objective evaluation of vendors and options during the procurement process.

Figure 2 illustrates the evolution of procurement as cognitive capabilities evolve:

Challenges The biggest challenge facing any cognitive system today is the inability of a human operator to detect anomalies during daily usage, or to precisely pinpoint the source of such anomalies. Hence, the organization

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Consultaire|December 2018

will need processes to periodically evaluate and retrain the cognitive system as needed.

Additionally, the quality of the training available directly impacts the system effectiveness. Since cognitive capabilities deal with finer nuances of human interaction and go beyond merely analysing large quantities of data objectively, any biases in the training get amplified with potentially devastating effect if left unchecked with no human oversight. Hence, a key requirement today is for cognitive systems to only supplement human operators to enable better decision making. In other words, the role of a cognitive system must be to process large amounts of data and extract key insights to help the human operator make a more informed decision in even lesser time than previously possible. This would necessitate additional training for the human operators to ensure they are able to leverage the power of such systems more effectively.

|Students’ Article| Future Outlook The true power of cognitive computing is in reducing the information asymmetry between the parties to a transaction and enabling holistic evaluation of more options in a timely manner, instead of maintaining status quo merely because it is hard to evaluate all those options effectively. Coupling this with behavioural and personal aspects of procurement drives more effective decision making by existing human operators. Yet, cognitive computing is a relatively young and rapidly evolving field and dramatic improvements in supervised and unsupervised learning systems are continually being demonstrated. Hence, organizations must remain alert to how they can leverage these improvements in existing systems to either sustain their competitive advantage or neutralize that of their competition. Additionally, the possibility of cognitive systems becoming effective enough that they can fully replace the human operators in a few years cannot be ignored and can be revisited as the capabilities of cognitive systems continue to evolve in future.

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Supplement News How IBM uses Watson for procurement Link:https://www.cips.org/en/supply-management/ news/2018/april/how-ibm-uses-watson-forprocurement/

Bob Murphy, CPO at IBM, said his team was using IBM’s supercomputer “as much as we can” to improve its contribution to the business.

One of the tools IBM has built with Watson is a system to provide supplier information, called Supplier IQ. Through a smartphone app, buyers can find out specific information about suppliers including IBM’s spend with them, what they buy from IBM, how they compare with the market competition and even the market’s sentiment towards the company based on social media.

IBM is also using cognitive AI “in a very pervasive way” with contracts through a tool called Watson Contract Analyser. Using a database of both digital contracts and scanned images of contracts, Watson can read “hundreds of millions of pages a second”.

Watson is also being used to manage risk, and Murphy said IBM is using the tool to prepare for the incoming GDPR regulations. “Everybody is looking to procurement to manage the ever-growing risk of regulations, controls and requirements that are coming from society,” he said.

“It’s brains on scale, that’s what Watson, that’s what AI, that’s what all of that technology is. It’s the scale and capability that we can then derive insight from. Because humans aren’t stupid, they’re very smart, but we only have a fixed capacity.”

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By: Harshit Mridul IIM Indore

Introduction The villages in India for a long period of time did not have access to basic sanitation and other solid and liquid waste facilities. In a bid to prevent open defecation and provide all the rural households access to toilets, the Government of India started the Swachh Bharat Mission in the year 2014. As a result, over 50 lakh toilets have been constructed in India under this program since 2014 and a large number of villages in India have become open defecation free (ODF).

The villages that we visited in Ujjain district as part of Rural Immersion Program have also been declared as ODF and most of the people attributed that increased awareness amongst the villagers was the biggest reason responsible for this. ODF has resulted decreasing the incidence of diseases and improving personal hygiene of the people and at the same time, has made the villages cleaner. The next step to promote clean

iness and health and hygiene in the village is efficient solid waste management. The solid waste generated in rural households of India is matter of serious concern. Though, solid waste generated in rural areas is predominantly organic and biodegradable, it is becoming a major problem as the waste generated is not segregated in-situ and is of the order of 0.3 to 0.4 million metric tons per day, as reported the Ministry of Drinking Water and Sanitation (MDWS), Government of India. The people in the villages are not educated enough about the difference between biodegradable and non-biodegradable waste and most of the time, either dump it in the ponds/ rivers or burn them in the open contributing to air and water pollution.

If proper steps are taken in the direction of solid waste management involving all the stakeholders such as villagers, gram panchayat and the district administration, then we will surely be able to results similar to those in Swachh Bharat Mission.

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|Students’ Article|

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Steps involved in Solid Waste Disposal:

Step - II: Planning

Step - I: Preparation

Area Survey:

Panchayat and Gram Panchayat Meeting for community education:

Estimation of the nature, type and quantum of wastes generated by different category of people viz. households, tea stalls etc.

Various segments of the community (waste generators) need to be educated. It must include the households, SHGs, shopkeepers, tea stalls, local restaurants, school children, marriage and community halls etc.

Identify infamous spots: Generally street corners and empty land in between houses are vulnerable spots to become „undeclared dump yards‟. Every household quietly designates that spot for dumping household wastes.

Community Preparation: Each household must be provided with three buckets – Green, Blue and a Red one. (a) The Green bucket is for disposing of kitchen refuse, leftover food and other wet waste. (b) The Blue bucket is meant for keeping dry wastes. (c) The Red bucket is for keeping hazardous wastes like batteries; fused bulbs etc.

Material Planning: Tri-cycles or (solar) battery operated vehicles for waste collection (one vehicle with two waste collectors for every 150 households, for instance) Manpower Planning: SWM is a labour intensive work. We need minimum two workers per 150 households.

It depends on the settlement pattern as well. That means with each garbage collection vehicle two workers can be deployed, who can help each other. They can together cover 150 households every day. They may cover 150 HH in the morning (7.00 – 10.30 am) and 150 HH in the evening (4.00 – 7.30 pm). One hour can be spent in secondary segregation at the shed. The experience in some places is that poor and destitute women are trained in this work.

Those already involved in rag picking can also be recruited and trained. Selection and training are important because wrong selection shall require frequent recruitment.

Information

Education

Communication

Know what, why and how Knowledge Awareness Ability (Making people aware)

(Self-regulation, Self-correction, Practice, Responsible well-being & civility) (Triggering people to practice, by undoing undesirable behaviour and adopting desirable / healthy behaviour)

The methods, tools, and techniques (media) used to pass on information, and impact on practice so as to make one behave like an educated person. One can be illiterate but still be ‘educated

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|Students’ Article|

Consultaire|December 2018

Financial Planning:

up such tasks.

This involves two types of costs:

Materials & Facilities:

(a) Capital cost for setting up the facility.

1. Land to construct the segregation shed plus composting yard or the vermi-beds.

(b) Operational cost for meeting out the recurring expenses month after month.

2. Setting up a compost shed / segregation yard.

Income and Expenditure for a Solid Waste Management Project (It is worked out assuming that this project is for 300 Households) Items of Expenditure

Possible Income Sources

One-time Expenditure (Capital Cost) Baskets (900 numbers) - Green, Blue, Red Tricycles Compost pit, segregation shed Uniforms, gloves, gaps, whistle

Recurring Expenditure (Operational Cost) Sale of compost items Sales of recyclables Fine and penalties

Tentative Budget of Income and Expenditure for a month (Assume: 900 Households / 3600 population) Expenditure items Rs. Income Sources

Rs

Sanitation workers salary (Rs.12000 x 6 workers cover 450 HH in the morning & 450 in the evening) Supervisor’s salary (1 person) Consumables (bleaching powder etc and Repair & maintenance of vehicles

72,000.00

12,000.00

200 1000 Total : 85200

Step - III: Organising Manpower: Recruit the manpower as required by the plan. One experience is that very few local person volunteer to work in dealing with garbage. It is good to recruit destitute women and those who are willing to take

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3. Baskets / Containers for households – 3 per household.

4. Green / Blue / Red Baskets (one for wet waste; other for dry waste and a third one for hazardous) 5. Tri-cycles / Push cart for every 150 households – 1 6. Sanitation Workers (Janitors), 2 workers for every 150 households (to cover 75 HH in the morning and 75 HH in the evening, if the houses are located spread-out).

Step - IV: Implementation 1.Segregation at Source 2. Collection: The sanitation workers indicate their arrival by ringing a bell. (It‟s better to avoid whistle for the worker may have to put it in his/her mouth with dirty hands)

|Students’ Article| Secondary Segregation: The tri-cycle reaches the segregation shed where the garbage undergoes a secondary segregation. In secondary segregation the sanitation workers sift (pick and choose) the „recyclables‟ from the lot received. The finally discarded ones (i.e. residual solid waste) are fit for nothing, which 21 along with hazardous waste reaches the „sanitary landfill Step - V: Monitoring and Correctives The feedback needs to be collected from the following:   

Household adherence Feedback from Households Feedback from Waste Collectors

This will ensure that proper monitoring is being done of the program at regular intervals and corrective steps are taken as and when required.

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know how to make a move.

This barrier was broken in May 2018 with US Retail giant Walmart acquiring the leading e-commerce platform of India.

The great Indian dream came true in the retail sector, with the mind-boggling strategy that the offline retailer played in order to enter the untapped market.

The country had 60 million online shoppers in 2016, which is only 14% of the internet user base in the country. This will rise to over 50% by 2026, according to a report by Morgan Stanley, which justifies upcoming e-commerce deals.

Transformation of retail in India will be accelerated by this deal because of two major factors- Capital investment and technical know-how in the country - Robust supply chain helping the two poles of the consumption channel – consumers and farmers.

Not only this, Walmart will provide quality and affordable goods to consumers, create Walmart Flipkart acquisition: A job opportunities for suppliers and conboon or bane for the Indian retail in- tribute to the overall economic growth of dustry? the country. While exiting co-founder Binny Bansal focuses on combining Walmart‟s omni-channel retail expertise, supply-chain Hiral Gogri knowledge and financial strength with Prin L. N. Welingkar Institute of Management, Flipkart‟s talent, technology and local insights, many retailers question their profitaMumbai bility in the long run. To make a sustainable model viable in India, Walmart will fo“India is not only one country, it‟s a conti- cus on Glocalisation, for the Indian marnent of small regions that differ every 20 kets need a touch of “Kirana” experience, kilometres” – this adage has proven to connected to the online model. toughen the strategies that foreign retailers who want to enter the market, but did not Contd.

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|Students’ Article| How will the deal revolutionize Indian Retail?

Walmart has a huge experience in the economics, with direct sourcing, eliminating the middlemen in the distribution chain.

This creates low prices of the products and in turn increases demand. It also helps farmers get their share of the profitability.

Other online players like Amazon, Big Basket and grocery e-tailers will ensure that prices are competitive, thus generating better consumption in the economy Consumers will have the benefit of choosing from a wide variety of products as Walmart specialises in such assortment planning.

It will create thousands of job opportunities for skilled workers International quality, as liked by many Indians will finally come first-hand to the customers, with the standard benchmarking of Walmart quality.

Flipkart will have an extended fund of operations and therefore be a global company Global brands will be available to the Indians who savour the American food styles Additionally, Walmart will look at acquiring candidates in specialised skills like merchandising and machine learning, giving way to an emerging India.

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ate scale in India‟s burgeoning retail ecommerce sector. This scenario proves that the acquisition is an investment for the future. However, Flipkart boasts of a robust back end because of the demanding networking infrastructure of India and therefore is well placed to replicate such systems in other countries. Despite of all such current negative situations, the striking deal has many gains for the two companies and India as a whole.

Walmart said that the Flipkart Group recorded gross merchandise value of $7.5 billion for the year ended 31 March, an increase of 50% over the previous year. Flipkart’s net sales also jumped by 50% to $4.6 billion.

Walmart, which will retain the Flipkart brand, said it supports “Flipkart‟s ambition to transition into a publicly listed, majorityowned subsidiary in the future”.

In emerging digital ecosystems, immediate profits do not matter; building relationships and market shares matters. This strategy is very well implemented by Walmart by creating this omni-channel retail model.

As the regulators did not allow Walmart to enter in India through a brick-and-mortar Looking at the other side of the coin, ini- format, they chose the internet as the metially Walmart will face weakened credit dium, creating a win-win situation for emmetrics, with its Debt-EBITDA ratio in- ployees, ecosystem and e-commerce! creasing. According to expectations of Owing to such net positive gains for all the most analysts, Flipkart will also continue stakeholders involved, the acquisition has generating losses in the near future. De- proved to be a boon for the global retail spite this deterioration, the acquisition is world. credit positive because it provides immedi-

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|Corporate Window| Question- your 30+ years of experience, is there any issue in operations management which has been persistent and remains unresolved yet even with all the technological progress.

There are a few key areas which are not technology based and hence remain unresolved. One such area is industrial relations which if not managed properly, leads to a breakdown in operations. There is no fixed solution to these issues but what is required is a sensitivity to the affected persons and an open discussion followed by a time bound solution.

Consultaire|December Question- What is the major difference that you see in operations of large enterprises like L&T and smaller startups?

Large established enterprises have well established systems in place which drive the operations. In smaller companies very often there are no or inadequate systems in place leading to their operating on ad hoc basis. Another major difference is in the quality and capabilities of manpower. Large companies have pools of qualified and experienced personnel available whereas start -ups rely on the capabilities and business acumen of a few entrepreneurs and a small number of employees who very often need to do multi tasking.

Question- It has been 1 year since the logistics sector has been given "Infrastructure Status" by the government. What implication does this have for Question- As an experienced consultant logistics in India? Do we see any change and corporate strategist, what are the on the ground? key elements which you take into ac-

This has huge implications for the logistics sector in India as it makes low cost long term capital available with easier terms. Besides, it enables companies in the logistics sector to seek refinance from specialised agencies such as IIFCL, and also opens up possibilities of external commercial borrowings. These are early days yet but there has been progress on the ground. Coupled with the GST reforms, the business environment has become favourable for existing players to expand and new players to enter. I expect logistics companies to regis ter healthy growth and also provide services at lower prices than earlier.

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count while designing business strategies for companies?

The key lies in the market you wish to serve and the customer need(s) you aim to fulfil. From here flows the market research to determine market size, segments, competitors' offerings etc. so as to arrive at a positioning strategy as also a go to market plan. In case a company is facing declining margins with steady or growing revenue, the answer is likely to lie in pursuing operation excellence studies to enhance profitability.

|Corporate Window|

Consultaire|December

International Strategy dissonance: Reading the signs Let us look at the obituary of a „failed‟ strategy with a screaming news headline from Reuters dated 1st April 2015.

‘Mahindra exits Brazil! Will no longer sell its iconic SUVs in the Latin American country.’

We will try to dissect Mahindra‟s strategy in Brazil by asking a few questions.

Q. What were the opportunities and threats possibly known to Mahindra, prior to entry in Brazil??

In 2005 -2010, Brazil was the 7th largest vehicle market in the world (neck to neck with India), at 3.3 million vehicles. Great opportunity, right? Factor in ethanol based fuel and government regulations on 2WD vehicles, and the relevant market reduces to less than 5% of total. It‟s not over yet.

Now factor in well entrenched global players in this market such as Mitsubishi, Hyundai, VW, GM, Ford, Honda, Toyota. Would these companies have rolled out the red carpet welcome for Mahindra? Unlikely.

Biggest Threats?

Inflation & Currency volatility: Imagine currency devaluation @ almost 300% in 8 years. What happens to pricing when almost 90% of components are imported? Possible theoretical price increase of 4X (including cascading of duties/taxes). Theoretical because company will long cease to exist in the market.

Legal: Government regulations mandated minimum 60% local content, else high Import taxes make it almost impossible to compete; policy trends clearly favoring those willing to source and manufacture locally.

Takeaway? The threats far outweigh the opportunities. At best, Mahindra could hope to be a small niche player.

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|Corporate Window|

Consultaire|December

Q. What were the possible strengths or core competencies that Mahindra could leverage in Brazil?

Brand? Sure Mahindra is a strong global brand, but what about the average Brazilian, who has possibly never heard of Mahindra? For him/ her, Mahindra could very well be Chinese (Indian and Chinese brands were seen at par by most Brazilian customers). Brands are built over decades.

Product? The Scorpio SUV has an iconic status in India. However the same product is seen as boxy & outdated by the customers who had been spoilt for choice. The only products with a chance were the pickup trucks, leveraging the experience of neighboring markets like Chile & Paraguay.

Takeaway? Core competencies depend upon context.

Q. Was Mahindra strategy the right one in terms of addressing these opportunities and threats?

Entry strategy? Mahindra had appointed a distributor, Bramont, to import, assemble and distribute their vehicles. Going by data alone, there is no precedent of an auto major cracking highly complex markets like India or Brazil using a distributor model. So, history definitely did not favor Mahindra.

Supply chain? Vehicle were assembled in Mahindra‟s facility in India, then disassembled and shipped to Usiparts in the state of Minas Gerais, which is over 500 km away from the port. The bodies were first welded together and painted and were then sent to the Bramont plant in Manaus (another remote corner of Brazil) to get the axles, engine and transmission fitted. Finally, the finished models were sent back to Uberlândia also in Minas Gerais, from where the cars were distributed to various parts of the nation. If this sounds convoluted, that‟s because it is. The lead time from order to delivery? A whopping seven months. Forecasting accuracy, RIP. With this jalebi style supply chain, Mahindra might have saved on import taxes but ended up paying a huge cost on other fronts. A classic case of strategic dissonance.

Orders were placed in large batches of 250 units (= entire annual sale!). Why? Because of the classic bull whip effect and flawed recognition mechanism for large orders (prevalent in so many companies) leading to inventory pileups in the channel; a lose – lose model, wherein the everybody ranging from manufacturer, distributor, retailer and customer lost. A prudent solution would be match supply with demand, in small monthly lots and restructure recognition mechanism accordingly.

Localization was <10%, meant that Mahindra would always stand exposed to currency exchange exchange shocks and policy changes. Every major competitor had its manufacturing (not just assembly) plant in Brazil, as in India. (A pure assembly play could be suitable to premium brands, which are relatively price inelastic) Contd.

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|Corporate Window|

Consultaire|December

The above strategy had another major casualty: after sales service. This was not a differentiator but the basic eligibility criteria for competing in Brazil. Providing after sales service in a huge country like India is tough as it is. Now imagine providing service to customers ~ 15,000 km away, in a country 3X the size of India, that too with mostly imported components. Good luck with that one!

Q. Surely Mahindra would have conducted extensive market research prior to entry. Still, how did it get its strategy wrong?

We ask two more questions 1. Were the right questions asked initially?

2. Hubris? Mahindra has been a dominant player in India and seemed to have partial success in other Latin American markets like Chile. But then Brazil is hardly India or Chile.

Q. Was the strategy to exit the Brazilian market correct?

Yes, considering that Mahindra was facing a lot of heat in its main market: India, from players like Ford, Renault, Hyundai & even Maruti in the SUV space. It would be more prudent to focus on its home base where Mahindra had distinctive core competencies (brand equity, distribution network) instead of spreading its attention and resources too thin.

Q. Could Mahindra have adopted a different strategy at the beginning?

If a product is highly technical in nature and brand is also important, then the thumb rule is that more complicated the market, higher the resource commitment required.

Even if Mahindra had looked at the Indian market (which is no less difficult), it would have realized that it would need to have a much higher level of commitment in terms of a subsidiary or a JV with a localization program for the long haul. All the threat factors definitely leaned in this direction; if only Mahindra had read the signs! But then wisdom is generally in hindsight.

Mahindra would also need to develop products as per Brazilian requirements rather than marketing products which were more suited towards Indian conditions.

Of course, Mahindra could have very well chosen not to enter the Brazilian market in the first place. As Michael Porter says, the essence of strategy is Focus: What not to do.

Note: Article is based on authorâ&#x20AC;&#x2122;s personal opinion.

About the author: Prof. Anirban Das has over 19+ years of leadership experience across domains and an MBA from IIM Ahmedabad; he teaches Strategy, International Marketing, Theory of Constraints, Quality, Marketing to management students at top colleges across India.

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