IIMB Vision Document

7/30/2019 IIMB Vision Document

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LONG TERM

VISIONDiscovering Tomorrow

IIMB


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1This document was prepared based on various deliberaons that the Long Term Vision Commiee

of the Board of Governors of the Indian Instute of Management Bangalore, under the chairmanship

of Mr K L Chugh, had with various stakeholders. The other members of the commiee include

Professors A S Kolaskar, B Mahadevan and Trilochan Sastry. Professor Pankaj Chandra, Director IIM

Bangalore contributed signicantly in developing this document.

LONG TERM

VISIONJ a n u a r y 1 6 , 2 0 0 9

IIMB1

INTRODUCTION

IIM Bangalore aspires to be amongst the top

management institutions in the world. We are a leadingmanagement school in India and have the reputation

o brand IIM. We provide one o the most competitive

programmes in the world. IIMB has had the unique

privilege o educating some o the best young minds

in the country in the last 35 years. Our understanding

o economic and social issues in India is o the highest

calibre and our research in related domains is well

established.

Management education at the beginning o the new

millennium is undergoing signicant and ar reaching

changes. We have the unique opportunity to play a

pioneering role in re-dening it. Its implications are

likely to be elt not only in our country but around the

world as economic power shits to Asia and emerging

economies.

The Chairman o the Board o Governors o IIM

Bangalore, Mr Mukesh D Ambani, Chairman Reliance

Industries Limited, constituted a Sub-Committee

o the Board to develop a long term vision or the

Institute in the light o these signicant changes. TheCommittee was headed by Mr K L Chugh, Chairman

Emeritus ITC Limited and included Proessor A S

Kolaskar, Former Vice Chancellor University o

Pune, Proessor Trilochan Sastry, Proessor IIM

Bangalore and Proessor B Mahadevan, Proessor

IIM Bangalore. The Director o the Institute, Proessor

Pankaj Chandra was also actively involved in the nal

stages o identiying the salient aspects o the visioning

exercise and arriving at key recommendations.

The other members o the Board also contributed

signicantly to the development o this vision.

The current exercise is motivated by certain important

events that we witness today. Some o theminclude age o discontinuity and the critical issue

o sustainability, huge growth opportunities in the

country and the emerging notion o the global village,

(or more details see Annexe 1). On account o these,

India has the potential to emerge as a global leader. In

order that we reach this potential, we need to develop

global business managers through transormative

education. Such an education will build leaders and

entrepreneurs who are value-driven, with a deep

sense o inclusiveness.

The document is the culmination o a shared

visioning exercise. The vision committee met with

a group o students, the oce bearers o the IIMB

Alumni Association, a group o employees (rom the

administrative sta) and aculty to develop a long

term perspective. The Chairman Board o Governors

met with the aculty to express his personal support,

as well as that o the entire Board, to this initiative.

Proessor Pankaj Chandra engaged the aculty in

several ways in evolving a shared vision. The aculty

actively participated in the visioning exercise through

various initiatives over two months. This included two

aculty meetings, a two-day aculty retreat acilitated

by Mr Arun Maira, Chairman, BCG, deliberations

by areas, programmes and research centres and

submission o vision by individuals and groups

o aculty. These initiatives played a critical role in

articulating the shared vision set out in this document.

It is clear that the visioning exercise is a bottom-up

approach.

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THE VISION2

AUM saha nAvavatu | saha nau bhunaktu |

saha vIryam karavAvahai |

tejasvi nAvadhitamastu | mA vidviShAvahai |I

AUM Santih Santih Santih |I

May He Protect us | May He Enable us to draw on the ruits together |

Let us together exert and create vitality | Let us be bestowed o knowledge |

Let us not show contempt or each other | OM Peace Peace Peace |

We build leaders and

entrepreneurs through holisc,

transformave and innovave

educaon.

IIMB will be known or excellence in research and scholarship, global character,

values, diversity and or the impact we make on multiple stakeholders and the

society.

2The details o the articulated vision are available in Annexe 2

The entire process o visioning led to the ollowing areas as key to IIMB becoming

a World Class institution. They are:

1. World Class Knowledge

a. High quality research & publication

b. Continuous learning (through new programmes, innovative

programmes, perormance-driven culture)

c. Knowledge to manage discontinuity

2. World Class Faculty/Thought Leaders World Class Students (Leaders

o Tomorrow) World Class Inrastructure

3. Financial Power & Autonomy

4. Governance

5. Holistic Learning (Diversity through Virtual University; Partnerships

with other institutions)

6. Sustainable Growth

7. Core Values: Deep and abiding respect or knowledge (we are inspired

by the Rig Vedic quote: (Aano bhadrah

kritavo yantu vishwatah), which means, let noble thoughts come to us

rom everywhere), Integrity, Inclusive, Contributions to Society

3For more details see Annexe 3.

THE DNA OF

IIMB3

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In the ollowing paragraphs we describe the road map that we need to ollow in

order to achieve the vision.

Faculty

High quality knowledge creation is a unction o having a critical mass o

World Class aculty who are thought leaders with an impeccable record o

research. The single most critical actor or achieving the shared vision is aculty.

Consequently,

Weneedtoinductglobalqualitythoughtleaders

Wealsoneedtopayglobalsalaries

The 5-year plan includes:

Hiringofthoughtleaders&ChairProfessors(20in5years;6inthe

rst year)

Hiringyoungfaculty(40in5years)

Changingthecompensationstructure

ContinuousKnowledgeAcquisition&RenewalProgramme(collaborative

research visits to top universities)

Research

World Class Research calls or collaborative working, both within the Institute

as well as with other reputed institutions. Three or our emergent themes or

research will be identied or research collaboration. These will result in:

CreatingnewCentresofExcellence&laboratoriese.g.,IIMBEmerging

Markets Centre in China, Behavioural Finance Laboratory, etc.

Researchgrantsandsupport

Aperformancereportingandreviewmechanismtofacilitatefaculty

development and promotion o peer culture

National / International Impact Events & Conerences

THE

ROAD MAP

Entrepreneurship

Entrepreneurial mindset will become one o the driving characteristics o

programmes and activities at IIMB. We will build this perspective in our

programmes through relevant themes in existing courses, courses aimed at

helping identiy opportunities and developing new enterprises. NS Raghavan

Centre or Entrepreneurial Learning will lead this eort in research, teaching and

outreach.

Transformative / Holistic Education

IIMB values multi-disciplinary education and will strive to provide an integrative

learning environment. Our programmes will refect the ollowing:

Anincreasingtrendtowardsunderstandingtheimplicationsofmanagerial

roles and decisions within the context o the society

Abetterappreciationoftechnicalandnon-technicalknowledge

Arespectfordiversity

Aprincipledapproachtolifeandlearning

Programmes4

ThePGPstrengthwillbeincreasedfromthecurrentlevelof270toabout

500overveyears

ThenumberofDoctoralstudentswillbeincreasedto150fromthecurrent

levelofabout50

Twonewprogrammes(formiddleandseniorexecutives)willbeintroduced

to increase the scope and diversity o programme oerings

ThePGPPMprogrammeintakewillbedoubledinveyears

ExistingExecutiveEducationprogrammeswillberedesignedinamanner

consistent with the vision

AccreditationtoInternationalbodies including EQUIS and AACSB

Students / Alumni

The students are amongst the very best in the world. To attract more diverse

and international students as we expand the class size requires several things:

Distinctivecurriculumthatisrelevantfortheemergingworldorder

Diversityinthestudentproleadmittedfortheprogramme

Holisticlearningopportunitieswhichencourageentrepreneurship

Stimulatingandchallenginglearningenvironment

Initiatives or building closer relationship with the Alumni will include:

Re-organisingtheAlumniOfce

4 For more details see Annexe 4.

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EstablishingAlumnichaptersglobally

InductingAlumniintotheBoard

CareerSupporttoAlumni

MeetingwithAlumnileadersannually

Infrastructure 5

A world class learning environment will require building state-o-the-art

inrastructure which will include the ollowing:

AnewcampustobedevelopedinBangalorefortheproposedexpansion

in activities

WorldClassLibraryinfrastructure

Housingforstudents,visitinginternationalscholars&faculty

Otherinfrastructure(includese.g.,studentsportsfacility,additional

classrooms)

Sustainablesolutionstotheuseofresourcesoncampus(e.g.,useof

water)

IT infrastructure

Anintegratedenterprisesystem

Educationaltechnologytoscaleupandimprovereachanddeliveryof

programmes and to introduce innovations in pedagogy

International Partnership

Deepeningofpartnershipwithlimited&reputeduniversities(suchas

Stanord, MIT, INSEAD, NTU/ NUS, HKUST, Tsinghua)

Administration

Administration orms the backbone o academic inrastructure and learning. Itwill be our endeavour to develop high quality administrative support at IIMB

through the ollowing initiatives:

Changingthecompensationstructure

OrganisationRe-design

Adoptaprocess-centricapproachfororganisation-wideadministrative

support

Leveragetechnologyforoptimalutilisationofresources

ContinuousKnowledgeAcquisitionProgramme(Training&Renewal)

5For more details see Annexe 5.

Funding Plan

The underlying philosophy is to ensure that while revenue components are

addressed largely through internal generation o resources, alternative and

innovative approaches are required to solicit unding or the capital component.

The details are as ollows:

Funding revenue expenditure

The approach to und the revenue expenditure is as ollows:

Increasethenumberofstudents

Increasethenumberofprogrammes

Increasethefeeperstudent

RevenuefromChairEndowments(20Chairsovertheveyearperiodwith

a six year commitment or the Chair; the target or the rst year is to have 6

Chairs at IIMB)

RevenuefromExecutiveEducationandConsultingactivities

IIM Bangalore cherishes the core value o inclusiveness. Thereore, no meritorious

student will be denied an opportunity to get educated in IIMB on account o

nancial inability. The Institute has several in-built mechanisms to address this

issue.

Funding the Capital expenditure

As mentioned in the previous section, several capital expenses are envisaged.

The exact capital outlay or the ve year plan needs to be worked out. On a

moresustainablebasisweneedtodevelopacorpuswithanoutlayofRs.800-

1000crores.

The ollowing options are proposed to generate unds or the capital

expenditure:

IIMBChairmansGrowthCorpus

IIMBAlumniGrowthCorpus

5-10%stakefromIncubatingcompanies

FundedResearch

Otheravenues(suchasBuild-Operate-Transfer(BOT),outsourcing,

leasing)

Governance

The impetus to be the best in the World comes rom the governance structure

and the process that is in place. Implementing the vision requires active support

rom the Board and certain changes in the governance structure. The guiding

philosophy behind setting up a good governance mechanism at IIMB is one o

empowering the Director and his/her executive team to manage all the aairs o

the institution. On the other hand, the Board provides strategic directions, long

term unding requirements and establishes accountability measures.

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BOG: Role, Size, Responsibilities

TheBoardasanactiveambassadoroftheInstitute

TheChairmanwilldrivetheexternalrelationships,fund-raising,and

provide strategic direction

BoardSize(membershiparound12-14)

PowertoappointDirector

EstablishAuditCommitteeoftheBoard

EstablishCompensationCommittee

EstablishInternationalAdvisoryCouncilforIIMB

Executive

ExecutiveTeam-toruntheday-to-dayaffairs-comprisingDirector,Deans and other Administration heads

IncludesArea&ProgrammeChairs

StrengthenInternalAudit

Develop&ExecuteBranding-Identity-CommunicationStrategies

A Board-level Vision Committee could drive the vision and review the

progress made.

Higher education, particularly management education, is at a critical juncture

today. We are entering a new era both at IIMB and in the country. Achieving thevision will depend on the participation o a wide variety o stakeholders. This will

also catalyze ar-reaching changes in management education and its impact

will be elt in other parts o the world as well. Given the enthusiastic response to

the new vision, we are condent that we will get there sooner rather than later.

I the country wishes to attain global stature, higher education including

managementeducationwillbeatthecoreofthistransformation.IIMBsvision

is to address this aspect and build leaders and entrepreneurs who are value-

driven through a transormative educational process. It will be our humble

contribution to make this nation proud and develop a rich legacy or uture

generations.

CONCLUSION

Mukesh D Ambani

Chairman, Board o Governors

K L Chugh

Chairman,

Long Term Vision Committee

Proessor A S Kolaskar

Member,


Proessor Trilochan Sastry

Member,


Proessor B Mahadevan

Member,


Proessor Pankaj Chandra

Director,

IIM Bangalore

On behal o the Board o Governors

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The top management o every institution engages itsel in a visioning exercise

rom time to time. Such an exercise enables an organisation to respond to

the emerging scenario o the market and the society and make the necessary

mid-course corrections and also to ne-tune its oerings. IIMB has also been

engaging in this exercise rom time to time. The vision exercises carried out in

the last ten years and the detailed report o these are available in the later part

o the report. The current exercise is motivated by certain important events that

we witness today. Some o them are outlined below:

India is poised for a huge growth

Ever since the beginning o the new millennium, the global economic scenario

has placed India among the most promising nations in terms o economic

and business growth. Several international surveys and studies conducted

by government agencies and consulting rms projected an era o signicant

business and societal development in the newly emerging economies including

India.TheGoldmanSachsreportofOctober2003onBRICcountriesisacase

in point6. A recent report by the Government o Australia projected a key role

or India in the services economy7. Another study by CII-McKinsey projected a

dramatic growth in the manuacturing sector in India8.

Domestically,wewitnessahighGDPgrowth,inexcessof9%andthetrendislikely to continue or several years in the uture. Such a high growth potential

in the country demands every institution to revisit several o their assumptions

pertaining to oering their products and services. High growth demands new

innovations to respond to the emerging reality. It also redraws the rules o

competition as more players enter the market.

Educational institutions need to play a crucial role and will be required to quickly

respond to the changes. IIMB is no exception

6DreamingwithBRICs:ThePathto2050,GlobalEconomics,PaperNo:99,GoldmanSachs,October1,2003

7(2007)IndiasServicesSector:Unlockingopportunity,Dept.ofForeignAffairs&Trade,Australian Government.

8Jayakar,R.(2005),Manufacturingsnextexportwave,BusinessToday,April24,2005,66-72

Context orthe visioning

Annexe

1

exercise

to this and will greatly benet rom engaging in a visioning exercise to understand

the unolding uture, position itsel strategically and align its resources to

eectively respond to the demands placed on it in the uture.

Living in a global village

We have never witnessed such an integration o the world economies in the

past than what we see in the last decade. Indian businesses are becoming

global through acquisitions o existing businesses in other countries as well as

the starting o new operations. The number o oreign employees moving to

India on assignments is on the increase in recent years. In the uture we expect

greater integration o the diverse cultures and political economies o the world

in a single melting pot.

While at a macro level we see these trends, it is mirrored at the micro level also.

IIMB has had the maximum number o interactions with educational institutions

in other countries in the last ve years. There has been an increasing demand

or many such initiatives at the Institute.

These trends indicate to us a uture that will demand skills to transact business

in a global village. There will be an expectation in the society that educational

institutions equip the upcoming generations with ideas that are neither required

today nor available.

Age of discontinuity

It is our considered opinion that the most important reason or engaging in

a long term vision exercise is that the uture will be characterized by an age

o discontinuity. Two trends drive us towards an age o discontinuity. First is

the hyper-growth o the economy, which brings discontinuity into the system.

The second trend is the rapid advancement o society aided by technological

developments. Technology promotes discontinuity in a big way and orces

institutions and markets to revisit their assumptions about what it takes to

succeed in the market.

In an era o discontinuity, we do not stand to gain much by doing what we

have been doing so ar. It calls or strategies that are equally discontinuous.

Developing such strategies is not possible by merely extrapolating the current

processes. It calls or a clean slate approach and resh set o ideas that point to

newer possibilities and uncharted course o action.

The eorts o the long term vision committee have a similar purpose. In view o

the discontinuity that we see o the uture, it is envisaged to develop a vision or

about20years.

Sustainability is an issue of concern

One o the major concerns o the society is the issue o sustainability. While

growth, market position and share have been guiding various actions o

organizations so ar, it is becoming increasingly clear that in the uture the ability

o an organization to deliver sustainable solutions will signicantly infuence

its own sustainability. Environmental concerns o the society demand that

organisations actor these into their strategies.

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The aspirations o the aculty at IIMB as articulated during the shared visioningprocess are elaborated below:

Core Values & Impact

IMBwillbeknownforexcellenceinscholarship,globalcharacter,

independent thinking, path-breaking research, world class competence in

academics, diversity and scale o our oerings and or the impact t hat we

make on multiple stakeholders and the society

IIMBwillstrivetoproduceleadersoftomorrowbyofferingaholistic

education which will include not only quantitative, analytical and

communication skills but also exposure to social and environmental

issues, personality growth, emotional intelligence and development o

core values and character, with a global perspective.

OurcorevaluesincludeBeingScholarly,RespectforKnowledge,

Citizenship, Openness, Being Inclusive, Ethical, Transparency, Fairness

and Equity in all our processes and dealings and Pride in our work,

institution, and the nation

Withpassionforexcellence,ingenuityandestablishedcompetencein

application o ideas, concepts and management practice we will mouldthese values in our students and on other clients so that they have a larger

and a more meaningul impact on society

IIMBprogrammeswillbedrivenbythefollowingprinciples:Dignityof

individual, Unimpeachable integrity, Climate o open discourse and trust,

Mutual respect while ostering healthy competition and Continuous

Renewal

WewillshapemanagementeducationinIndiaandemergingeconomies

and establish brand India by engaging with Corporate, Society &

Government and by being relevant to local conditions

Throughitsscholarship,IIMBwillbecomethemostsoughtafter

destination or those in business, academia, government, and others,

Detailed articulation

Annexe

2of the shared

vision

in India and across the world, who want to understand Indian and

emerging economies

Throughknowledgecreationandsolvingsocietalproblemswewill

infuence policy-making and contribute to the well-being o the nation

Wewillprovideaccesstoqualitybusinesseducationforallandwilldelight

our stakeholders leading to their support and cooperation

Research & Thought Leadership Position

Wewillhaveoutstandingacademicsandthoughtleaderswhowillbe

world class and be globally recognised and respected among intellectual

peers by virtue o publishing in top journals and world class conerences

Wewillenhancethecultureofresearch,promoteimpactfulresearchthat

are conceptual or applied on issues that are relevant, and are respected

and well cited

Contributions & Output

Wewillcontributetotheeducationecosystembybeingthebiggest

source o cases and teaching material, major provider o academic leaders

(FPM & teacher training) and by setting standards or management

education

Wewillne-tuneourprogrammeportfolioandoffernewinnovative/

distinctive programmes (or the middle and senior management such as

PGP-X, and Executive MBA) that enhances the size, scope, diversity and

meritocracy and thereby create credibility and visibility

WewillscaleupthePGPtodoublethecurrentin-takeandtriplethe

numberofresearchstudentsby2013

Faculty, Administration & Students

Wewillhavediverseandwell-paidfacultyandadministrationteamwho

believe in the core values o IIMB and with their domain expertise will

contribute to institutional excellence

Wewilleducatestudentsfromdiversebackgroundswhowillbecreative,

ethical, inquisitive and entrepreneurial, and with a global outlook will be

change agents, meaningully contributing to society and develop pride and

deep bonding with IIMB

Wewillhaveaccomplishedalumniwhowillbeleadersofglobalentitiesand exempliy excellence, diversity and richness o experience. They will

believe in giving back to IIMB

Performance & Incentives

Wewillhavetrueautonomyandnancialindependencetodeployworldclass aculty and inrastructure

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Wewillhaveaperformance-drivenpeerculturethatenableschannelising

individual excellence towards contributing to institutional achievements

Withinvolvedstudents,administrationteamandfacultywewillprideourselves in fawless execution

Infrastructure & Process

Wewillcreateworldclassinfrastructureandadopta process-centric

approach to set up an organisation - wide administrative support

mechanism

Wewillleveragetechnologyforoptimalutilisationofresources

Wewilldevelopavibrantandopencampusthatisenvironmentally

sustainable, harmonious, green, clean and comortable

The shared vision is an outcome o deliberations with multiple stakeholders,exchange o ideas through meetings and discussions and the electronic media.

These deliberations pointed to certain key areas that require clear understanding

and concerted eort or eective implementation o the shared vision. These

are laid out in some detail below.

World Class Knowledge Creation & ThoughtLeadership

The undamental enabler o the shared vision is the ability o the Institute to

create knowledge that is truly world class. High quality knowledge creation

is a unction o having a critical mass o World Class aculty who are thought

leaders with an impeccable record or research excellence and the potential to

create more in the uture.

Attracting such aculty requires that we are able to compensate them

competitively and provide an academic ambience characterised by perormance-

driven peer culture. Furthermore, it also calls or well-established mechanisms

in the Institute that will enable high potential aculty in the Institute to raise

their standards to the newer requirements through continuous learning and

renewal.

World Class Students

The second element o a World Class institution is attracting World Class

students into the programmes. Ater all, World Class students transorm into

leaders o tomorrow and impact and shape the society. Attracting World Class

students requires several things:

Provideacurriculumthatisdistinctiveandrelevantfortheemergingworld

order

Activelyseekdiversityinthestudentproleadmittedfortheprogramme

Enhanceholisticlearningopportunitiesincludingonewhich

encourages entrepreneurship and opens up new value creation paths

ProvideaWorldClasslearningenvironment

Annexe

3Key areas that require

the vision

attention toimplement

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World Class Infrastructure

In a nutshell, we should aim at having a physically and technologically competent

inrastructure that refects the vision and belies o the Institute. There are several

aspects to deploying World Class inrastructure. Further details are given in

Annexe 5.

Financial Power & Autonomy

All the above three aspects clearly call or huge capital outlays, bold

and innovative methods to nd sources o unding and dierent levels o

compensation to etch quality resources. Arguably, in order to create a World

Class institution, having nancial power and autonomy becomes another key

aspect o implementing the vision. The nancial autonomy that we need to

have includes the ollowing:

Anabilitytosetupourowncompensationandperformancesystem

that enables us to acquire World Class aculty and administrationteam

Anabilitytochargefeesthatenablestheinstitutemanagetherevenue

expenditures consistent with the vision initiatives

Anabilitytodenelimitsonthesizeoftheendowment

Anabilitytoraisefundsfromvarioussourcesincludingthemarket

Diversity

One o the important eatures o the shared vision is the value o diversity. We

need to incorporate the aspect o diversity in several ways. We have to seek

students rom various backgrounds and social strata. This is essential or us to

introduce dierent ideas and diverse viewpoints in our classrooms and also in

our thinking. In the Indian context, diversity has to include gender, educational

background, caste, ethnicity, social background and regional background. We

also need to introduce diversity in our programme oerings. We have to actively

develop programmes that would be o value to a larger group. We have to

be able to induct oreign nationals in our various programmes. All prominent

business schools around the world have a major component o oreign students

who add to the richness and diversity o the student body. This will add to ourglobal exposure and standing. We will also have to recruit International aculty.

Another enabling mechanism or enriching the value o diversity will be our

ability to orm close partnerships with other reputed institutions that are

complementary to IIMB (such as a reputed engineering school, school o

law, social sciences and basic sciences) to orm a virtual university. Such

an arrangement will maximise the diversity, the quality o holistic learning and

may result in developing successul entrepreneurs and leaders or society. IIMB

should be able to aim at this possibility in ve years.

Towards achieving its goal, IIMB will have diversity across the board:

IIMBwillhaveahappysprinklingofstudentsfromdiversedisciplines

and rom dierent parts o the world

IIMBwillalsohaveatrulyinter-disciplinaryfacultybodywhichwillinclude

international aculty

IIMBwillstrivetoachievebettergenderequalityandmoreequitable

representation o dierent social groups without compromising with

academic standards

IIMBwillhavediversityinitscourseofferings,trainingprogrammesand

research

Throughout,IIMBwilllookforexcellenceandinnovation

Governance

Implementing the vision requires active support rom the Board and certain

changes in the governance structure. The role o the Board is to be an active

ambassador o the Institute at all occasions and help the Institute achieve

the aspirations o all its stakeholders. The Chairman will drive the external

relationships, und-raising, and provide strategic direction. The Chairman will

ensure compliance to good governance at the Institute and will be accountable

to the Society at large.

The current size and the largely ex-ocio nature o the Board are not conducive

to meaningul participation and support. The Board should not be more than

12-14 members strong and may comprise two members rom the government.

Other members must be rom civil society, business & industry, aculty, alumni

etc., including some members rom around the world who can bring in a global

perspective.

A Board-level Vision Committee could monitor implementation o the

vision and review the progress made. The Committee could consist o Board

o Governors, Faculty, Administration and eminent people rom the external

world.

International Advisory Council could consist o some o the internationally

renowned thought leaders who could help the Institute periodically assess the

curriculum and programme design so as to keep the Institute on par with the

best in the world.

Executive Team could help the Director administer the activities at the institute

with clearly set responsibilities and accountability.

Holistic Learning

As management issues become increasingly complex, learning has to not only

encompass all existing and emerging aspects o business, but also o societies

and Governments. This would require an inter-disciplinary approach to learning,

emphasising insight, empathy and creativity.

Sustainable Growth

Sustainability involves integrating economic, environmental and social elements

into our decisions, to create a world which meets our aspirations without

compromising the ability o others including that o uture generations to do so.

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It also implies an active engagement with systems and processes to help create

amoreequitableworld.InpracticethisimpliesthatIIMBsfuturesuccessand

reputation is likely to be tied to t he impact its activities will have on infuencing

business, policy, and society to transition to a sustainable path.

Core Values

At the heart o a great University or Institute is it s deep and abiding respect

or knowledge. This maniests itsel in several orms, including celebrating and

rewarding outstanding research, scholarship and teaching. It also means a

high level o integrity in adhering to standards o excellence and an inclusive

academic environment that respects diverse views. The proclamation rom the

Rig Veda (Let noble thoughts come to us rom all sides) captures this idea.

At the same time, we need to be relevant to Society and make meaningul

contributions based on our scholarship and research. We would also adhere to

universally accepted norms o ethical behaviour and conduct.

Increasing the scale and scope will be integral to implementing the visionor several reasons. Multiple stakeholders, including those in Business,

Government and Society, expect the IIMs in general and IIMB in particular to

scale up the activities. I IIMB does not scale up the activities it would lose an

importantopportunitytobeapartofIndiasgrowthstory.Thereforetoplayany

meaningul role in business and society, scaling up is not a matter o choice

but an imperative. Several other benets accrue to IIMB on account o scaling.

Some o them worth mentioning are as ollows:

ScaleenablesIIMBtoleveragesynergiesindeploymentofinfrastructural

resources

Itmaximisescross-learningandacceleratedlearningopportunities

ItenablesIIMBtoachieveitsvisionofincreasingthediversityofstudents,

courses and application domains in a signicant manner

ItenablesIIMBtotakeleadershippositionbycreatingsignicantoutput.

For instance, by tripling the intake in the Doctoral programme in the next

ve years, IIMB can achieve its vision o being the cradle or providing

leaders or academic institutions in the country and be a dominant player

in capacity-building or management education in the country.

On the other hand, scope o oerings will enable IIMB to ensure optimalutilisation o aculty resources while maximising the revenue earned through

various programmes. It will also enable IIMB achieve its stated vision o

addressing diversity. In order to increase the scope, two long-duration diploma

programmes or practicing managers will be introduced:

Therstsuchprogrammewillbemeantformiddlemanagerswithabout8

years o experience. This programme is proposed as a ull-time o ne-year

programme.

The second programme is meant or senior managers with about 12-15years o experience and being groomed or top management positions.

The programme could be o one and hal-year duration in a modular

ashion. Presently, no such programme is being oered by other institute in

India.

Programmes:

Annexe

4Scale &Scope

19


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We will have physical and technological inrastructure that refects the visionand belies o the Institute. There are several aspects to deploying a World Class

inrastructure. These include among other things the ollowing:

Libraryresourcesisoneofthekeyelementsoftheacademic inrastructure

that a World Class Institution must augment

Aneducationaltechnologycentrethatwillfacilitateappropriateuseof

emerging technologies or eective classroom utilisation, pedagogical

innovations, and increasing access o the knowledge created at IIMB.

This could provide a viable basis or inclusive growth or IIMB in the uture

ThereshouldbeanonlinepresenceoftheInstitute,andfacultyshould

be able to provide courseware over the web

Cleanandeco-friendlycampusisanotheraspecttodevelopingaWorld

Class Inrastructure. Our campus should be eco-riendly with acilities like

renewable energy systems, water sewerage with recycling acilities and

water harvesting systems

ImprovingthequalityoflifeofIIMBcommunityisanotherdimension.

This requires developing centralised recreation acilities

AnotheraspectisthedeploymentofastrategicandintegratedIT

inrastructure that acts as the sub-stratum or mounting various activities in

the Institute

AnotherimportantelementofcreatingaorldClassInfrastructureishaving

a competent Administrative team to eectively plan, deploy, monitor and

utilise the physical inrastructure. This aspect could be reerred to as sot

inrastructure. Similar to the issue o World Class aculty, adjustments in the

compensation systems, continuous training and renewal mechanisms may

be required to upgrade the existing administrative inrastructure

Developing

Annexe

5World Classnfrastructure


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I N D I A N I N S T I T U T E O F M A N A G E M E N T B A N G A L O R E

B a n n e r g h a t t a R o a d , B a n g a l o r e 5 6 0 0 7 6 , I n d i a

T: + 9 1 - 8 0 - 2 6 5 8 2 4 5 0 F : + 9 1 - 8 0 - 2 6 5 8 4 0 5 0

U R L : w w w . i i m b . e r n e t . i n

Documents

IIMB Vision Document