TOPICS FOR KALPATHA’10

1. Establishing and maintaining the "after-market"

In this age of international competitiveness, it is not only price and product that are
important, but the post sales cycle as well. This aftermarket represents one of the last battle-
grounds of the marketer. We examine the importance of the aftermarket to the marketing concept,
its double importance in the international sphere

2. Failure modes and effects analysis

A failure modes and effects analysis (FMEA) is a procedure in product

development and operations management for analysis of potential failure modes within a system
for classification by the severity and likelihood of the failures. A successful FMEA activity helps a
team to identify potential failure modes based on past experience with similar products or
processes, enabling the team to design those failures out of the system with the minimum of
effort and resource expenditure, thereby reducing development time and costs. It is widely used
in manufacturing industries in various phases of the product life cycle and is now increasingly
finding use in the service industry. Failure modes are any errors or defects in a process, design,
or item, especially those that affect the customer, and can be potential or actual. Effects
analysis refers to studying the consequences of those failures.

3. Value chain analysis

A value chain is a chain of activities for a firm operating in a specific industry. The
business unit is the appropriate level for construction of a value chain, not the divisional level or
corporate level. Products pass through all activities of the chain in order, and at each activity the
product gains some value. The chain of activities gives the products more added value than the
sum of added values of all activities. It is important not to mix the concept of the value chain with
the costs occurring throughout the activities. A diamond cutter can be used as an example of the
difference. The cutting activity may have a low cost, but the activity adds much of the value to the
end product, since a rough diamond is significantly less valuable than a cut diamond. Typically,
the described value chain and the documentation of processes, assessment and auditing of
adherence to the process routines are at the core of the quality certification of the business,
e.g. ISO 9001.

4. Leveraging IT for Productivity

Ground breaking technologies taking root in the information technology

space and emerging business models challenging the existent way of doing business,
have redefined the way in which we perceive the environment. India has been at the
forefront of a technological revolution for quite some time now with a globally
renowned services sector and a competitive industrial scene. Despite the success
story, a sharp chasm still exists between the masses and the digitally-abled
population.
The Indian growth story has been highlighted often with a diverse set of
fields in which new and path-breaking methodologies have redesigned the landscape.
 In spite of global economic pressures, the growth story has continued. With this
growth story as a background, it is paramount that India sets itself on the road to
becoming a technology behemoth in terms of effective utilization of IT in wide areas
such as education, green technology, and other services along with identifying ways
of training and managing its rapidly expanding human capital.
To fuel this growth story an imperative need for an all-inclusive approach
that ensures that we are able to reach out and strengthen our governance
structures. E-Governance has been an oft discussed topic with visible implementation
in a number of areas. The next step in terms of a registered population with statistics
available for various governance initiatives need to be explored. Steps in the
direction of e-banking and e-citizen initiatives leave major opportunities for
development.
In keeping pace with the growing Indian IT Services sector, the focus on
human capital management is paramount. Efficient systems maintain an auditable
and traceable human capital base is the need of the hour. Challenges like global
economic pressures, socio-political landscape changes and intra-industry competition
demand the need for a framework that will enable the Indian IT story to go on
unabated.
Increasing concerns for the need to go „Green‟ while maintaining a
sustainable & dynamic competitive business advantage is sweeping across
the world, with India being no exception. The role of IT in monitoring energy
usage, unlocking savings, improving process efficiencies and making a
genuine difference to the “Green” cause is becoming vital to all enterprises.
Trends like virtualization of data centres, cloud computing, long-life devices,
smart chargers, next generation networks, and renewable energy sources will
all be a part of the future sustainable growth story.

5. Business process integration in organization

In order to improve organizational efficiency and flexibility and

transform the same into effectiveness and responsiveness to the customers,
companies have been concentrating on their business processes, which flow
across the internal boundaries of departments and external boundaries to
support customers and suppliers. Today companies are pondering over ways
and means to achieve high level of integration with partners, suppliers and
customers’ processes to synergize the business operations all along the
supply chains. Looking at the pace at which companies are racing ahead
(implementation of packages like SCM, CRM, ERP etc.), to achieve the
competitive edge or advantage through Business Process Integration (BPI),
BPI will soon become competitive requirement or compulsion.

Business process integration is all about information integration – seamless

merger of data, which calls for:

• Integration of activities, data, knowledge and systems that are working

disjointedly within the functional silos of an organization. Some of these
activities might have been automated, but at best they are “islands of
 automation”, creating handoffs for the next units, with limited
communication with other related systems.
• Integration of information architecture in such a way that the strategic
significance of the business process performance can easily be ascertained.

Horizontal integration is connecting core and enabling processes along the

value chain of the company to manage seamless flow of information. This
applies to the activities with in a process too. Integration between the
business processes depends on the physical design of underlying processes in
terms of how prudently information requirements at each stage have been
considered and whether all interface issues between the processes have been
addressed. It is very critical to understand dependencies between the
processes:

• Flow dependencies are said to exist if the outcome of a process is

used as input by the subsequent process.
• Sharing dependencies occur when multiple processes need the same
resource. Use of common database by different processes is an example for
the case.
• Fit dependencies are said to exist when multiple activities together
produce a common output. Here information is exchanged by multiple
processes as and when required to deliver a common outcome. For example
to develop annual plan of the company, lot of information is concurrently
used and processed by procurement process, production process and sales
process to deliver the final plan.

Since information technology is widely used for integrating information flow,

development and use of common standards for interface between
applications running on diverse platforms is need of the hour, especially so in
order to achieve business to business integration with suppliers, partners and
customers. Web technology facilitates such a seamless integration across the
platforms. Dell’s integrated supply chain management is an often quoted
example in this category. Through the integrated solution Dell enables
customers to decide upon the configuration of computers online and at the
same time concurrently addresses various concerns like manufacturing
capacity, shipping constraints etc. in its pursuit of real time order fulfillment.

Vertical integration is about linking processes to the company strategies. The

linkage between company strategies and processes comes from what is being
measured and targeted in the actual process. The concept of vertical
integration can be simplified if we visualize BPI (Business Process
Integration) as consisting of four layers. Starting from lowest layer, they can
be named as connectivity layer, application layer, reporting layer and
decision layer.
Connectivity layer ensures data capture, validity and security. BPM / BPI
tools enable data control and validations at each stage through well designed
integrity constraints. It establishes interface with various process participants
within and outside the organization. This is a major challenge in a distributed
environment. The evolution of web technologies has ensured availability of
uniform interface across different platforms.

The application layer is where the traditional business process automation

applications work. They enable efficient flow of information and typically
prompt for human intervention to authorize the transaction. Horizontal
integration between processes is ensured at this level through integration
between different applications along the value chain of the company. Use of
middleware utilities like ODBC ensures access to diverse database systems
and reusable modules ensure cost effectiveness. Integration between
applications does not simply mean transfer of information or data, but also
depends on clarity of business logic that controls sequence of transactions.
This is very important design criteria which can be satisfactorily fulfilled only
if communication acts (requirements, commitments, obligations, permissions
and authorizations that occur in successful transaction) and business rules
are fully understood.

Reporting layer represents that part of BPM tools which are responsible for
filtering the information and providing exception reports for a higher level of
executives to analyze and initiate corrective actions. This is very important
element of process control and process improvements.

Decision layer filters the information based on the analysis that top
management may ask for time to time. The information at this layer aids top
management team in non-routine decisions, which are characterized by
uncertainty in outcomes and complexity of options. BPM tools may typically
help executives by mapping different scenarios.
 Business process integration is a means to streamline your business, but
technology certainly cannot drive the performance. It is rather a compelling
business need that should drive an organization towards integration.
Technology just supports the drive to fulfill the business need. Not to forget
is people – it is very easy to change technology but changing the way
people work is the most challenging task and so an organization with
a culture of collaboration and teamwork definitely has an edge.

6. Resilience of Indian Financial system

Indian financial system could quickly recover from the impact of global
recession. Asset Quality of the Indian financial system is strong.

7. Global downsizing of managers

Before the 1990s, firms downsized--deliberately shrank--in

response to hard times. Now, however, downsizing is just another
management tool to increase profitability, efficiency, and competitiveness.
Despite a growing body of evidence that the long- if not short-term
consequences of downsizing are negative, it remains a respectable and even
popular strategy. Managements contemplating a downsizing strategy would
do well to heed the five lessons presented here concerning preparation,
training, the survivor syndrome, direct and hidden costs, and using the
strategy as a last resort.

8. 'Impact of technology innovation in management'

Shift into emerging technologies for more value addition into products and
services. Role of innovation in the technology in order to make efficient management.

9. Foolproof finance management

10. Business continuity planning and disaster recovery

 Business continuity planning (BCP) is “planning which identifies the
organization's exposure to internal and external threats and synthesizes hard and soft
assets to provide effective prevention and recovery for the organization, whilst
maintaining competitive advantage and value system integrity”. It is also
called Business continuity & Resilency planning (BCRP). The logistical plan used in
BCP is called a business continuity plan. The intended effect of BCP is to
ensure business continuity, which is an ongoing state or methodology governing how
business is conducted.

In plain language, BCP is working out how to stay in business in the event of disaster.
Incidents include local incidents like building fires, regional incidents like earthquakes, or
national incidents like pandemic illnesses.

BCP may be a part of an organizational learning effort that helps reduce operational
risk associated with lax information management controls. This process may be
integrated with improving information security and corporate reputation risk
management practices.

11. Quality based service excellence

The importance of achieving service excellence is growing. Products

are increasingly becoming commodities, and CEO s are recognizing that first-
rate service is crucial to enhancing customer satisfaction. Meanwhile,
customers are communicating their service experiences – good and bad – for
all to see on the Internet. And while rates of revenue growth are flattening in
many product businesses, service income is accelerating. In short, service
delivery is a moment of truth that can determine customer loyalty and
profitable growth.

12. Infrastructure management and presentation

For an organization's information technology, infrastructure

management (IM) is the management of essential operation components,
such as policies, processes, equipment, data, human resources, and external
contacts, for overall effectiveness. Infrastructure management is sometimes
divided into categories of systems management, network management, and
storage management.

Infrastructure Asset Management is the discipline of

managing infrastructure assets that underpin an economy, such as roading, water
 supply, wastewater, storm water, power supply, flood management, recreational and
other assets. In the past these assets have typically been owned and managed by local
or central government. Investment in these assets is made with the intention that
dividends will accrue through increased productivity, improved living conditions and
greater prosperity.

A well-defined Standard of service (SoS) is the foundation of Infrastructure Asset

Management. The SoS states, in objective and measurable terms, how an asset will
perform, including a suitable minimum condition grade in line with the impact of asset
failure. There are two main objectives of Infrastructure Asset Management relating to
standard of service:

A) Sustain SoS (System Preservation): to sustain or deliver an agreed standard of

service in the most cost-effective way through the operation, maintenance,
refurbishment, and replacement of assets. Management of this objective is the focus of
Asset Management Plans.

B) Change SoS (Capacity Expansion): to make strategic changes and improvements

to the standard of service of the asset portfolio through the creation, acquisition,
improvement and disposal of assets. Changes to the SoS are usually managed as a
programme based on strategic objectives regarding the asset portfolio.

13. Economic power shift

It has been widely accepted that recently economic power has been gradually
shifting toward East Asia.
The global economic crisis has only quickened this process. It began with the excesses
at the centers of international finance, namely the US and Europe.
East Asia has been more resilient to impacts of this crisis. Therefore, this region has
been able to overcome the crisis sooner.
This situation has come about (in part) because of lessons East Asia learned from the
crisis of 1997-1998, which resulted in all East Asian states retaining greater financial
reserves.
In addition, they also became more willing to adopt pro-active stances in counter-cyclical
spending to get their economies moving again. Furthermore, they worked to establish
new development paradigms that were less dependent on exports.
Today, the region is better prepared and has been more willing to carry out necessary
structural reforms. This needs to be undertaken to achieve a certain levels of national
resilience and to allow countries to face future crises more effectively.
This requires more domestic-oriented structural reforms, providing better safety nets;
more attention to healthcare, education and green policies; and ensuring adequate
funding for these.
Even as these changes and shifts are happening in East Asia, the region should
understand that the processes of change have global implications, and need time to
develop fully. The most important among these processes is of course the relative
decline of the US.
It is a fact that the US will remain the biggest economy for two to three decades to come,
and it is expected that the recovery of its economy will take place next year, although
unemployment will be the limiting factor in this recovery. However, the US does
recognize that it can no longer go alone in trying to solve the many global problems and
challenges.
This is why President Barack Obama is reaching out to the East Asia region, in trying to
get the US to look again at the most dynamic region in terms of the recovery of the world
economy, including the US economy.
In this regard, China, as the center of East Asia, has a crucial role to play. President
Obama understands that for solving world problems — such as the recovery of the
global economy; climate change; energy security; and the proliferation of Weapon Mass
Destruction (WMD) — China’ s role will be crucial.
It will not be a G2 arrangement or an agreement on every global issue, and in fact the
strength and weight of both are not completely equal, but China, as a huge emerging
economy, has the size and the growth potential that will be decisive in solving common
challenges. China remains reluctant to take up obligations and to share the duties of a
great power in delivering public goods — a responsibility the US, as the superpower, has
had to carry since World War II.
This may be because China still has many domestic problems that naturally must remain
its first priority. Also, for China, which never has had allies before (except for the USSR
during the first decade after the PRC was established) this type of obligation is
something new.
In some cases, such as Iran or Darfur, China’s national interest in securing energy or
resources is clearly at stake, and therefore are a priority.
 However, expectations are high that China will be more willing to provide public goods in
the future in accordance with its growing power. While China’s situation and
developments are still below those of the US at all levels and in all fields of interest, in
the economic field it has some advantages.
This has been demonstrated in the recent crisis, and its role is therefore important in
overcoming the global crisis. And if one adopts a long-term prospective, that role will be
even more important, especially if China is going to grow at around 8 percent per year
for the next two decades.
In several political security issues, especially on nuclear proliferation in North Korea and
Iran, China has a critical role in helping resolve those issues. On the North Korean issue,
this is so because China may be the only power that the DPRK is willing to listen to,
because of its dependence on food and energy from China.
In the case of Iran, China is a member of the Perm-5 of the UNSC that plays an
important role, especially in employing sanctions for proliferators. One could argue
whether in the long term China will be able to sustain its economic growth in view of its
weaknesses in political development.
However, China should be able to overcome this because it is willing to learn about the
necessity for political development. One can argue whether its strategy on political
development will be adequate or quick enough to keep stability in the future.
However, the leadership does understand this need and they are trying hard to calibrate
it, because above all they want to maintain stability, to be able to develop economically
as fast as they need, which will strengthen the legitimacy of the leadership.

14. Enhancing the role of SME’s in global value chain

Addresses the issues of how globalisation of value chains and of large

enterprises affects the role of SMEs as traditional partners, suppliers or distributors for
larger firms and explores the benefits of SME participation in global value chains.
15. Cultural intelligence

Cultural intelligence, cultural quotient or CQ, is

a theory within management and organisational psychology, positing that understanding
the impact of an individual's cultural background on their behaviour is essential for
effective business, and measuring an individual's ability to engage successfully in any
environment or social setting. First described by Christopher Earley and Soon Ang
in Cultural Intelligence: Individual Interactions Across Cultures. The book was published
in 2003 by Stanford University. In Singapore, Soon Ang has created the Center for
Leadership and Cultural Intelligence. with its U.S. counterpart, the Cultural Intelligence
Center based in East Lansing, Michigan

Christopher Earley and Elaine Mosakowski in the October 2004 issue of Harvard
Business Review described cultural intelligence. CQ has been gaining acceptance
throughout the business community. CQ teaches strategies to improve cultural
perception in order to distinguish behaviours driven by culture from those specific to an
individual, suggesting that allowing knowledge and appreciation of the difference to
guide responses results in better business practice.

CQ is developed through:

 cognitive means: the head (learning about your own and other cultures,
and cultural diversity)
 physical means: the body (using your senses and adapting your movements
and body language to blend in)
 motivational means: the emotions (gaining rewards and strength from
acceptance and success)

CQ is measured on a scale, similar to that used to measure an individual's intelligence

quotient. People with higher CQ's are regarded as better able to successfully blend in to
any environment, using more effective business practices, than those with a lower CQ.
Soon Ang worked together with Linn Van Dyne to validate the Cultural Intelligence
Scale. The Cultural Intelligence Center (www.CulturalQ.com) offers a variety of
assessments based upon this scale.

Cultural intelligence is a particular concern for expatriates in foreign environments where

not knowing what to expect and the differences that can be encountered upon arrival
 and in the early stages of settling in can often result in culture-shock – the disorientation
felt by a person subjected to an unfamiliar way of life.

16. Sustainable business and its impact on society

Sustainable business, or green business, is enterprise that has no negative

impact on the global or local environment, community, society, or economy. In
general, business is described as sustainable if it matches the following four criteria:

1. It incorporates principles of sustainability into each of its business decisions.

2. It supplies environmentally friendly products or services that replace demand for
non-green products and/or services.
3. It is greener than traditional competition.
4. It has made an enduring commitment to environmental principles in its business
operations.
17. Innovation-An amalgam of technology and business

18. Socially responsible investment - “Challenges and practicality

in the present world scenario"