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ISSUE February 2012

This issue Consultancy: roadmap to excellence P.2 All you need to know about consulting P.4 The blue ocean way P.5 Consultancy in the domain of HR P.6 My experience as a consultant P.8 Parivartan 2012 P.9 M Health B-Plan competition 2012 P.10

Foreword 2012 - an interesting year famous for many reasons, yet to be proven true or untrue. For us, the year has been thrilling, adventurous and has kept us on our toes. January saw Parivartan’12, our Business festival which celebrated ingenuity this year. Parivartan had a lot to offer, we witnessed the collision of best brains of the country, battling it out in different events ranging from Corporate Roadies to B-school’s got talent. It also led to the spawning of different strategies in Nutcrackers, and we saw avatars of new brands in Aayodhana. Parivartan also launched Reyansh’s first edition and thus ended with a lot of new beginnings. 2012 was also preparing us for a challenge; change from the traditional JMET to CAT. But we are happy and proud that we are certainly one of the most preferred schools in India for MBA. With the huge number of extremely talented student applicants we are forced to keep a high CAT percentile cut off of 98.85 from this year. With a strong emphasis on consistent academic record of our applicants we expect to have a very dedicated & talented batch of 2014 in line with our tradition. We have been doing wonders when it comes to competitions and we take immense pride in congratulating Karan Kamath and Jaireet Johal for winning the national Henkel Innovation Challenge 5. They would be representing India in the International Finals to be held in Poland this April. Dr. Rajiv Nag, Senior Advisor at KPMG interacted with the batch and discussed about the nuances of the field of consulting. This led to the formation of our very own Consulting Club, Chamber 42. The name having an interesting origin where Chamber is a closed space for discussion and 42 being the number quoted by Douglas Adams in The Hitchhiker's Guide to the Galaxy. Chamber 42 hosts a number of discussions ranging from different cases of various industries. Though pretty young, the club has taken strides and would continue further by taking inputs from the industry experts and our experienced faculty. Celebrating the birth of Chamber 42, this edition of Reyansh is dedicated to consulting and has a theme enveloping it, Consultancy: A roadmap to excellence. Team Reyansh invited articles from all across the country that saw an overwhelming response and gave us a tough time in choosing the articles to be published in the final draft.


NG TI I R E W ION L C T TI TI AR MPE CO

Consultancy: A Roadmap To Excellence

Introduction The dictionary meaning of consultancy is to provide professional or expert advice. Consultants are professionals who have an expertise over certain area of work such as management, accounting, human resources etc. and provide expert advice to firms based on their knowledge. However, generally, they only have an influence over the decision, but not the autonomy to take decisions. As consulting guru Peter Block defines, a consultant is “someone who has influence over an individual, group, or organization, but who has no direct authority to implement changes”. Why hire a consultant Following are some situations when a firm needs a consultant: Expert opinion: A firm looks for a consultant when it does not have the necessary expertise over the area where it needs advice and hence searches for someone who has in-depth knowledge over the subject. The area of work might require certain niche skill which is unlikely to be readily available within the firm. The company leverages the knowledge of the subject the consultant has

Lipsa Mahapatra, XIMB

in order to improve upon its various areas of work like sales, human resource, IT etc. Cost effective: When the cost of building the knowledge base in the company, or the cost for implementing an organization wide change is higher than hiring someone to provide the needed expertise, it is wise for the firms to go for hiring consultants. Unbiased and fresh view to problems: When a firm needs an unbiased and a first-hand approach to its existing problems, it can hire a consultant so that he/she can provide a completely new insight into the matter and explore areas which were not looked at earlier. Political cover: Sometimes, companies might have to take decisions which do not make all parties equally happy. In such cases, companies hire consultants so that they get sufficient political cover for the decisions taken. Best practices: Consultants are the best way to bring best practices to firms from across sectors, since consultants

have the privilege of serving clients across industries and throughout the globe. As Indra Nooyi, CEO, PepsiCo, quotes, “Every year in consulting is like three years in the corporate world because you have multiple clients, multiple issues - you grow so much”. Consultancy – A roadmap to excellence Role of consultants In the world where the smallest of the players are trying to eat away market shares and there is increasing fear of products getting commoditized, the role of a consultant becomes much more crucial to the organization than just providing advice. The consultants are the means for the company to perform beyond expectation of the customers and become trend setters. Today, the government is also hiring consultants. The most important reason for this is the need of the government to improve upon its performance and polish the processes followed. The governments across countries are in need of consultants who can provide newer ways of economic betterment of the country, technology


NG TI I R N E W ITIO L C T I E T AR OMP C

Consultancy: A Roadmap To Excellence (cont..)

up-gradation, motivating the employees at work. The employees need to be continuously motivated towards their work these days, else not only will their performance deteriorate but also will their loyalty towards the organization. In such cases, the HR consultants are the company’s resort to come up with effective ways for employee engagement and motivation.

Businesses are hiring consultants to review internal policies and procedures, and to assist in identifying and meeting regulation requirements.

different sources of research and knowledge and organizing cross-silo spaces for discussion would help in extracting fresh ideas and thereby empowering innovation.

Life Management: The older population is a vast customer base. They have substantial disposable

Enabling talent: Providing bright, motivated consultants with autonomy and the ear of senior management is more likely to generate useful innovations.

Information technology has become the buzz of the globe today and number of software companies is on the rise. In such a case, the IT consultants become the need of the firms in order to maintain the state of the art technology infrastructure, IT security management and improve efficiency. The consultants now also play a significant role in the strategy development of organizations. The strategic consultants would assist the senior management to identify the firm its problems, core competencies, areas of improvement and can provide ways to bank on the competencies of the firm and also provide solutions to the problems. Niche Areas for Consultancy Eco-Friendly: Increased regulations and legislation for industry are driving the demand for eco-compliance.

Developing people: Continuous professional development is crucial for developing innovation as a strategic capacity for consultancies. Conclusion

income and are not opposed to spending it. Consultants assist in identifying and pursuing personal life goals so that they can provide enriching experiences for the elderly. SMB Expertise: The SMB market is one of the fastest growing and has been targeted as a lucrative market for a variety of products and industries. SMB expertise helps in offering the know how to Fortune top companies and help in expanding business. Considerations Consultancy

for

Successful

Thinking small: BPR or TQM take a lot of time and effort in recreating them. Consultancy focusing on bringing out ideas and innovations tailored for client’s local needs would bring down cycle time of operations drastically. Exploring new frontiers: Seeking out

As Oscar Wilde says, “I always pass on good advice. It is the only thing to do with it. It is never of any use to oneself”. This quote sums up the role as well as the significance associated with a consultant’s job.

The above sections demonstrate how consultancy can keep an organization ahead of its competitors and assist it in becoming the market leader. Efficient consultancy can help the companies build on their strengths as well as work on their weaknesses. The consultants provide the firms the skill that they need in addition to their resources and hence certainly provide them a roadmap for excellence.


All you need to know about consulting… Rakesh Gottipati MBA FT 2012 The long standing joke in consultancy circles is that it is spelled as “CON – sult – ancy”. Despite this oft unfavorable portrayal of consulting , it is making a comeback as the career of choice in B-schools with the frenzy of investment banks dying down. This Q & A styled article should answer FAQs and then some for all those who want to know more about consulting and are considering getting into the profession. Read on…

Improving customer satisfaction rates

Clients call on IT consultants to get advice on how best technology can be leveraged to reach the organization’s goals. IT consulting assignments can be about

Devising an IT strategy to facilitate a company’s business objectives

Replacing legacy systems with newer technologies

Q 1. What is consulting? What are its broad categorizations in brief?

Integrating disparate technological systems

A: Put plainly, consulting is getting paid for giving advice. It can be broadly classified into strategy, operations, IT and HR consulting.

IBM, Accenture, Cap Gemini are some of the biggest players in this field.

Strategy consulting is also known as management consulting. These firms specialize in providing advice about strategic and core operational issues. It examines how an organization can meet its objectives given its customers, competitors, suppliers, and the broader industry-wide trends affecting its business generally working with senior management and on long term plans. Typical engagements in strategy consulting can be

Providing new market entry solutions

Offering advice on Mergers Acquisitions, divestments

Resolving issues

organization

&

restructuring

Strategy consulting differs from other forms of consulting in that implementation is usually not part of the assignment. McKinsey, Bain, BCG and Booz Allen Hamilton dominate this arena. Operations consulting involves analyzing a client’s value chain and helps provide solutions to manage processes more efficiently. Operations consultants work on issues like

Streamlining sourcing

Providing cost-cutting measures

HR consultants advise clients on human capital management. They help organizations develop and implement HR policies. Typical engagements deal with designing and implementing

Employee evaluation practices

Compensation and benefits programs

Recruitment and retention practices

Competency development programs

Aon Hewitt and Mercer are recognized leaders in HR consulting.

Q. 2 What are boutique firms? A: Boutique firms are those which specialize in a specific industry or process and cater to a niche clientele. More often than not, they are smaller in headcount and tend to be founded by ex-partners of larger consultancies. Having said that, their reputation and pay is usually at par with well-known firms. E.g: Health-care consultants may tackle any type of engagement – strategic or operational, with an eye toward the issues that are unique to players in the healthcare industry. Q 3. In a world where advice is free, why is it that organizations are ready to pay through the nose for consulting services?

A: The nature of advice provided by consultants is different from “regular advice” . Consultants are paid for their accumulated knowledge – expertise that they have developed by providing guidance to other organizations on related issues previously. Consultants can advise on projects that clients have little experience on, or no in-house capability. Consultants offer a fresh, objective perspective, which is invaluable in times of internal bickering over decisions. Q 4. What are the key positives and negatives of a career in consultancy? A: Positives: Opportunity to learn about a wide variety of businesses, Outstanding pay, Working with different teams, Future options Negatives: Lots of travel, Burnout, Loss of time for personal life Q 5. What are the qualities required for making it big in consulting? A: A comprehensive knowledge base and an analytical bent of mind coupled with a logical thought process are prerequisites. It’s not odd for consultancy firms to expect employees to stay up to date with the goings on in their area of expertise. This needs continuous energies to be directed towards broadening one’s knowledge and outlook. Add to that, the ability to gain trust of the clients and clearly communicate to them the recommendations is a must. But above all, one needs passion to work in this profession. Yes, PASSION! Without passion, the long, erratic working hours and loss of personal life would be a difficult cross for anyone to bear.


The Blue Ocean Way Haaris Hasnain MBA FT 2013 Blue Ocean has been a buzzword off-late in the corporate circles. Companies are looking for frameworks to quickly adapt to the Blue Ocean Strategy. In the aftermath of the recent recession there has been a significant rise in the popularity of this concept. Deceleration in the growth rates of the economies coupled with the reduction in consumer expenditure has put corporate earnings into a tailspin. Moreover the competition for the share of consumers’ wallet is becoming fierce day-by-day. All these have propelled companies to look for new geographies, entering emerging markets and identifying “Blue Oceans” in these economies. Blue Ocean Strategy refers to the creation of uncontested market spaces. According to W. Chan Kim and Mauborgne, authors of the book “Blue Ocean Strategy”, most of the blue oceans that are created emerge from the red oceans by expanding existing industry boundaries. It emphasizes that instead of fighting competition in developed in markets/crowded sectors (Red Oceans) companies should look at creating new domains and categories so that profits are maintained with minimum overheads. Consultants nowadays are looking for solutions built around this strategy. The question is how relevant is this concept in the emerging economies like India and how have companies applied it in the recent times in such markets. India’s success story in the recent times has been hailed by many. Organizations have developed and adapted themselves to suit Indian market needs. Some of the examples where companies have successfully created a market space for themselves in India are: FabIndia John Bissell, who worked in India as a consultant, founded FabIndia in the year 1960 to take Indian handloom textiles to the world. FabIndia was the first company to

foray into such area and thus created a niche for itself. Shaadi.com

Organizations have also been able to determine which factors from their products could be taken away or eliminated.

Anupam Mittal, founder of this e-venture understood the potential significance of a marriage broker in Indian wedding industry. He was quick enough to launch a portal which changed the context of Indian matrimonial industry forever. Air Deccan “Simplyfly” as they used to call it, this airline created a revolution by creating a market space which was unknown to the Indian airline industry since its existence. It made possible for the common man to avail aviation services on account of its no-frills low cost carriers. Shampoo Packaging “Bottom of the Pyramid”, a concept pioneered by C.K.Prahalad was best depicted in this industry. The bottle of shampoo whose cost was more than the wage of an industry worker was replaced by sachets. This brought about a structural change in the market and the demand sky rocketed. Microfinance Institutions One of the finest examples of making the competition irrelevant by giving loans to the less privileged section of the society. Contrary to the popular belief these institutions lend money to the rural poor in developing countries like India, Bangladesh. The rise of Grameen Bank in Bangladesh is a superb case in point. All the above instances, exemplify that the businesses in emerging economies like India have already understood the need for differentiating and creating new target groups for their expansion. Smart use of innovations in their product offerings has been a vital point behind their success.

A big challenge which stands tall in front of all these organizations is to sustain their “Blue Oceans” or in other words to prevent it from becoming “red”. A general tendency in the market is to follow the leader. Thus, shortly after shaadi.com began many matrimony sites mushroomed in India like BharatMatrimony.com and jeevansathi.com. This is a crucial stage for any company where it needs to combat competition and sustain itself. The best way to cope is to be dynamic in nature and regularly innovate. Orkut is seen as one of the major failures which failed to do regular value innovation and succumbed to competition from Facebook. However, Apple has been doing steady innovation and wading out of fierce competition from the likes of Google and Samsung. Thus, Apple and Facebook are rock-solid while Orkut is now lost into oblivion.

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G

IN IT R EW N CL ITIO I T AR PET M CO

Consultancy in Domain of Human Resource

Consultancy in Domain of Human Resource: A Road Map To Excellence Today was a very crucial day for Mr. Vimal, the newly appointed HR Head of Rama Motors Ltd. He had called The Super Consultants for a presentation in front of Rama Motors senior management team and the outcome of the meeting would decide the roadmap for his department in the time to come. Having grown up as a family business and having undergone tremendous growth in recent times, Rama Motors had been facing some unique HR challenges. The founder and CEO, Mr. Prabhat was due to retire by this year-end but the company still didn’t have a proper succession planning in place. In past few years, Rama Motors had lost its many talented employees to its competitors. An analysis of exit interviews showed a lack of proper plan for coaching and nurturing the high quality talent, poor performance &compensation planning and dire need for skill up-gradation of its workforce. Mr. Vimal was entrusted with the task of overhauling the age old HR practices at Rama Motors and converting it from a traditionally run business to a modern high

Gunjan Kumar & Ruchi Batra, MDI Gurgaon

performance organization. The workforce at Rama Motors was primarily divided in four bands: Band 1, Band 2, Band 3 and Unclassified Band. Band 1 consisted of front line employees; Band 2 had managers; Band 3 comprised of GMs and VPs of various domains whereas unclassified band included Directors, President and the CEO. Traditionally, HR had not played any strategic role in Rama Motors. Mr Vimal had tried to implement many good practices within the organization but nobody paid any attention and he found himself swimming against the tide. At last, Mr Vimal thought of hiring Super Consultants for the assignment. Due to no prior experience of the company in hiring consultants which also required huge investment, the top management was initially a bit apprehensive. Hence, Mr Vimal had invited the Super Consultants team today to make a presentation in front of top management of Rama Motors to explain the role of consultants in the field of HR in present times. Following were the points in the presentation:

By hiring consulting services a company can easily keep itself up-to-date about competitors’ moves since consultants have comprehensive data to give a clear picture of what other leading companies in various sectors are following. For example, a company can use information received from consultants while designing its performance management system for benchmarking its KPI (Key Performance Indicators) with other leading players in industry. Competency Based Services Consultants provide vast information regarding unique competencies of individual organizations. For instance in KPMG, ‘Conference Boards’ are maintained where companies (clients) are asked to share their data with the consultant (trusted) and hence all participating companies can download each other’s information and analyze the differences. Compensation Benchmarking Companies often hire consultancies to benchmark their compensation packages vis-a-vis other players in market. In fact,


NG TI I R N E W ITIO L C T I E T AR OMP C

Consultancy in Domain of Human Resource (cont..)

compensation benchmarking is the largest benchmarking business performed by HR Consultancies. Aon Hewitt conducts the ‘Hewitt Salary Increase Survey’ each year to make predictions about salary hikes. The rewards given especially in the form of variable pay component largely depend on what other competitors are offering.

Employee Engagement Scores Consultants help organizations in achieving good employee engagement scores which can be later used in employer branding and improving EVP (employee value proposition) of a company. Many companies seek the help of HR consultants in improving their employee engagement scores.

which makes the task of consultants even more cumbersome. Post a brief introduction the Super Consultants team presented their proposed action plan for effective coaching and mentoring of each section of employees at Rama Motors as explained in below diagram.

Organizational Design and Structure Manpower Planning Organizational structure of a company can’t change overnight. It impacts a number of structural variables like specialization, hierarchy and centralization in organization. Consultants analyze all the requirements of company and help design and implement a suitable organizational structure.

Consultancies facilitate the process of manpower planning in organizations. Starting with analyzing the current manpower inventory, they make future manpower forecasts, and help organizations make appropriate recruitment & selection strategies.

Talent Acquisition Consultants have great specialized experience and expertise and they use a combination of primary and secondary research to conduct the process of skill mapping to various roles and positions. Also, consultants are frequently hired to manage the whole process of filling top managerial positions. For example Spencer Stuart specializes in hiring top executives for a company. The process requires sharing confidential client information thus each consultancy is not involved in this domain.

A Consultant’s approach to problem solving

Challenges Faced By Consultants Consultants make use of raw data of employees while designing any plan. But often people tend to give wrong data which proves to be a major hindrance in accurate root cause analysis and in making correct recommendations. In most of the cases, employees tend to either underplay or overplay the information they provide in interviews or while filling surveys etc. Mostly, the data available with companies is either in a bad shape or in different formats

Talent Stratification Model Proposed For Rama Motors Ltd. The Consultants proposed that for Band 1 employees, Band 2 and Band 3 managers should be developed as coaches. Similarly Band 3 and above level employees be developed as coaches for Band 2 employees. In essence, the company should organize train the trainer schemes with the help of external consultants. For the Unclassified Band, external coaches should be deployed to coach employees at top managerial positions. For top talents, transition coaching could be adopted to provide cross functional exposure and expertise. The Top Management was highly impressed by the proposed plan. Mr. Vimal was feeling happy that he had finally been able to convince them for a focused strategy & increased budget allocation for the HR department and for the first time he was likely to get approval to hire HR consultants for Rama Motors.


My Experience as a Consultant – Winter Intern Dharun Prasad MBA FT 2013

Basic question that runs through all management students (at least few like me) who have entered any b school is “What is Consultancy?”, “Who is a Consultant?” and “What does he do?” We all agree that any organization is flooded with their own problems but my real interest was to find out why they prefer a consultant to give solutions rather than finding one on their own. In the quest of finding the answer to these questions, I got an opportunity in the form of winter internship to work as a consultant for a month in Accenture Business Consulting, Chennai. One month is not an ideal duration to learn what a consultant does, but I felt it would surely help me in gaining some insight about his functions. First day in the office, seeing people sitting silently in their cabin, handling their pc and phone looks completely different for a person like me who has worked in a manufacturing industry. My contact with my team was yet another different experience, as we were sitting in two different locations and communication was completely guided by mobile and mails. I was a part of a supply chain consultancy project for an apparel giant in India. To get a brief outline of the project, I was given a document that explains the project, steps taken so far and plan for steps to be taken

ahead. An overview of the project shows how an organization trusts its consultant partner for bringing in a major change to its place. The project expects a complete transformation of the organization’s supply chain that requires industry’s best practices to be analyzed and implemented. Consultancy introduced me to the excel sheet that runs for million rows and showed me how variety in a job can be. I was assigned four different jobs in my four week stay as intern. It was really amazing to see number of analyses and perspectives that are brought in to the project, “Transformation of Supply chain” which seemed to be a simple one on paper. An organization itself could have found its own solution as a temporary cure, but for sustaining you need to know the best possible way of solving an issue and that is what exactly a consultant does. At the end of the month, I could figure out consultant is the one 1. Who works day in and day out to resolve his customer’s issues. 2. Who can see his customer’s success as his own.

3. Who can come up with solutions for a single problem in multiple perspectives. 4. Who analyses various ways to prevent the recurrence of customer’s issue. A Consultant work for an outside observer is just providing advice and consulting, but thought processes that are put behind each solution and conveying the same to customer requires an enormous skill. It allows you to take calculated risk which you may miss in many routine jobs. As I previously pointed, one month is not a right duration to know the work, but it helped me in clearing my doubts and also provided me with varied knowledge. With my one month analysis I can say that, if you can bring new perspective to already existing management solution, if you are capable of communicating it in right way, if you are able to work towards customer’s vision and if you are ready for challenges then consultancy is the right place to be.

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Parivartan ‘12– DMS IIT Delhi’s annual management fest Karan Kamath MBA FT 2013

With, months of hard work about to culminate in a two day extravaganza on Jan 28 & 29, 2012, the jitters felt by Team Parivartan – the cultural committee of DMS,IIT Delhi on the eve of the event were not unfounded. Come d – day however, all the jitters proved to be a false sense of insecurity & doom; Parivartan was a resounding success! It delivered and how! Parivartan lived up to its name; almost as resoundingly as “Poribortan” swept the fields of Bengal, DMS experienced change. A breath of fresh air. A distinct, paradoxical flavour of all things management and not so management. A celebration of ingenuity. One big party. An intertwining of learning and exuberance. The optimism, infectious, the celebrations, grand, the end result, very gratifying. The change was evident right from the outset. A wholesome mix of formal & informal events was just the beginning. The honorable Director of IIT Delhi, Prof. R Shevgaonkar, was in attendance for the opening gala for the first time. He imparted wise words to the management students in his humble, trademark speech. Mr. Suneet Singh Tuli, founder, Datawind Systems, the creators of the Aakash tablet &the special

guest for the function wowed the audience with his talk of the work behind screens for launching the tablet. With such an auspicious opening, there really seemed no way this would fail. Saturday meant all business literally and figuratively with a variety of case study competitions under the “Nut Cracker” umbrella testing the finalists’ acumen in finance, marketing and operations. Aayodhana – the ultimate marketing fray, witnessed a bunch of teams go to battle with great poise and confidence. One cannot forget “Corporate Roadies” – where we separate the proverbial men from the boys in front of a rather receptive and vocal audience. Day 2 was “Funday Sunday” time with a host of informal events including “Nukkad Natak”, “B – school got talent” and “In-quiz-itive”. Aadhaar – the debate competition on Small and micro industries kicked the day off, but the biggest crowd puller was undoubtedly the Salsa workshop which got the masses moving and grooving. Corporate Roadies came to a close with many contestants winning the hearts of the audience with their all round performances and cementing their “bond” status. Gales of laughter ensued as ex- IITian and serial comedian Nitin Gupta

a.k.a Rivaldo entertained all present. It was a spell binding performance where Rivaldo made the audience laugh at will, even the Parivartan co –ordinator not spared from his sharp humour! The comedy show gave way to a nice dinner followed by the rocking DJ nite. Words cannot really describe the Parivartan experience. You have to be there to feel it. The elixir to go on when you are sapped of all your energies (ask any Parivartan organizer). The joy experienced when an event is successfully executed or won. The momentary despair when one has lost. The true success of any event lies in the little, memorable moments it gives us. The masti with friends, a silly joke, a collective of left footed salsa dancers, wacky pictures, wackier street plays, the ribbing, the liberating DJ nite where you danced your brains out without a care for the world. Parivartan had a vast collection of all these good, little moments. It’s time you joined in the fun. Next Year again. No excuses. We will be back bigger and better. Mind it. Be there!


M-health Business plan competition 2012 Pranav Baj MBA FT 2013

Proposals to help patients and physicians communicate and store data, to address chronic blood supply shortages, and to provide individual airquality testing received highest honors at the 2012 IIT m-Health Business Plan Competition finals.

the dozens of teams who entered the competition – represent a generation of young healthcare leaders who bring promising ingenuity and considerable education to bear on global health challenges. You can read more about the winning proposals below.

The event capped a four-month competition that gave teams of students from throughout the Indian Institutes of Technology (IIT) network a platform to showcase innovative, financially sound solutions for public health issues around the world.

In addition to presenting ideas, student finalists had the opportunity to network with professors and executives from Fortune 500 companies with a strong footing in mobile health (mHealth). A distinguished panel of health IT leaders generously donated their time and talent to judge the competition:

First place winners Team MedNext, second-place Team ABO and third-place Team Antigens were selected for the novelty, feasibility, and scalability of their proposals, and quality of their presentation skills. Critically, they – and

1.

Professor SK Jain, HOD, IIT Department of Management Studies

2.

Prof. MP Gupta, Professor, IIT Department of Management Studies

3.

Prof. SW Kachnowski, Visiting Prof, IIT Department of Management Studies; Chair, HIT Lab

4.

Mr. Subrata Mukherji, President, ICICI Foundation

5.

Ms. Padmaja Ruparel, President, Indian Angel Network

6.

Dr. Audie Atienza, Senior Health Technology Advisor for the U.S. Department of Health and Human Services, representing Todd Park, Chief Technology Officer, HHS, through video conference.


The Team Pranav Baj Gadu Sneha Mayank Sharma Kamath Karan Sajal Agarwal

reyansh ISSUE FEB 2012

Editorial Board Department Of Management Studies Indian Institute Of Technology, Delhi reyansh@dmsiitd.org http://www.dmsiitd.org/


DMS IIT Delhi Reyansh Feb 2012