Business Today - December 02 2018

www.businesstoday.
in December 2, 2018 I `100
OC
SCHOOLS
www.businesstoday.in December 2, 2018
INDIA'S
BEST B-SCHOOLS
FROM THE EDITOR
http://www.businesstoday.in
Editor-in-Chief: Aroon Purie

Group Editorial Director: Raj Chengappa
Managers for Tomorrow Editor: Prosenjit Datta

Group Creative Editor: Nilanjan Das
Group Photo Editor: Bandeep Singh
Managing Editor: Rajeev Dubey
Executive Editor: Anand Adhikari
HE B-SCHOOL UNIVERSE in India is very big – there are well
T
SPECIAL PROJECTS AND EVENTS
over 300 institutes offering MBA degrees or PGDBM. But there Senior Editor: Anup Jayaram
is a strict pecking order among them. The Top 10 institutes tend CORRESPONDENTS
Senior Editors: P.B. Jayakumar, Nevin John,
to attract the best and brightest students in every batch as well as Goutam Das, Ajita Shashidhar, Joe C. Mathew,
the best recruiters who come with offers to their campus. They also E. Kumar Sharma, Anilesh Mahajan
Senior Associate Editors: Dipak Mondal,
provide the best teachers, the best environment and act as a sort of Manu Kaushik, Sumant Banerji
Associate Editor: Nidhi Singal
finishing school for the best students in the country. In fact, I would say Assistant Editor: Sonal Khetarpal
that this applies to the top two dozen institutes, though even within these, RESEARCH
Principal Research Analysts: Niti Kiran, Shivani Sharma
the first eight or nine institutes are considered the crème-de-la-crème.
These institutes and their students are largely immune to the state of the COPY DESK
Senior Editor: Mahesh Jagota
economy in the country – they get multiple high compensation job offers Senior Associate Editor: Kaveri Nandan
Associate Editor: Sanghamitra Mandal
whether the overall job market is doing great or not. Chief Copy Editor: Gadadhar Padhy
Copy Editor: Aprajita Sharma
The next 50-odd are the mid-rung institutes – which attract reasonably Senior Sub Editor: Devika Singh
good applicants, have good teachers and offer good facilities, and while they PHOTOGRAPHY
do not get the best offers from the best companies in the country, they do Photo Editor: Reuben Singh
Deputy Chief Photographers: Shekhar Ghosh, Rachit Goswami
manage to get their graduates placed in reasonably good companies with Senior Photo Researcher: Sudhansh Sharma
respectable compensation packages. But here also, placements depend on ART
Assistant Creative Editor: Safia Zahid
the state of the economy and the job market – and a tight job market can Deputy Art Director: Amit Sharma
mean a number of students in any batch remaining unemployed. Associate Art Director: Ajay Thakuri
Chief Designer: Raj Verma
After this, things become a bit of a struggle Designer: Rajesh Singh Adhikari
for both students as well as institutes. While
www.businesstoday.in December 2, 2018 I `100
PRODUCTION
Chief of Production: Harish Aggarwal
institutes have no problems getting enough Senior Production Coordinators: Narendra Singh, Rajesh Verma
students when the economy is booming, intake LIBRARY
is often of poor quality. Equally, finding jobs for Assistant Librarian: Satbir Singh
students passing out is often a struggle, and their Publishing Director: Manoj Sharma
Associate Publisher (Impact): Anil Fernandes
degrees rarely help a student get a salary higher
SCHOOLS
than he would have commanded as a simple IMPACT TEAM
Senior General Manager: Jitendra Lad (West)
graduate. They are largely teaching shops. Their General Managers: Upendra Singh (Bangalore)
Kaushiky Gangulie (East)
problem is that even when they try to move up
Marketing: Vivek Malhotra, Group Chief Marketing Officer;
the rungs of the B-school hierarchy, they are Vipul Hoon, General Manager
trapped in a vicious cycle. The best students tend Newsstand Sales: D.V.S. Rama Rao, Chief General Manager;
to drop a year and try again for a better institute rather than take up a seat Deepak Bhatt, General Manager (National Sales); Vipin Bagga,
Deputy General Manager (Operations); Rajeev Gandhi,
in any of these colleges. Poor input only produces poor output – no matter Regional Sales Manager (North)
how much effort the college might put in. Poor output makes recruiters
wary of even going to the institute for hiring. Vol. 27, No. 24, for the fortnight November 19 to December 2, 2018.
Released on November 19, 2018.
The other big problem that B-schools need to tackle – and this applies Editorial Office: India Today Mediaplex, FC 8, Sector 16/A, Film City, Noida-201301; Tel: 0120-
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DECEMBER
2, 2018
VOLUME COVER BY
27 Nilanjan Das
NUMBER
24
30
SCHOOLS
ILLUSTRATION BY NILANJAN DAS

42
DOMAIN DONS
Traditionally strong recruiters

are recalibrating their talent
needs and hiring parameters.
Other than from B-schools,
some are laterally hiring
specialists as well
The demand for top talent to manage change in

30 a tech- and data-led world remains strong. Our
top B-schools lend India Inc a helping hand to
grow in a fast-changing world
50 62
WINNING KEY, NOT BULK,
ALGORITHM JOB CREATORS
Online giants, now regulars Management graduates account for

at B-school campuses, are a small percentage, 5-10 per cent, of
redefining the yardstick hires for some big sectors, but more
for hunting talent than double that in terms of value
THE 18
JLR FEELS THE
SQUEEZE
BUZZ > There seems to be no end

in sight for trouble at
Tata Motors
14 SURPLUS FIGHT
Reserves help RBI tide

over tough times and
should be managed
accordingly
8 I BUSINESS TODAY I December 2 I 2018

THE
HUB >
BUSINESS-
TODAY.IN >
134
WHY PERSONAS
DRIVE SUCCESS
STAY CONNECTED WITH US ON
Creating personas or www.facebook.com/BusinessToday@BT_India
fictional representations of
customers gives clarity to
user needs as early as the
PERSPECTIVES
product blueprinting stage
5G Knocking on the Doors, But Are Telcos Ready?
The investments in 5G are going to be more oblig-
atory than voluntary for incumbent operators like
Airtel, Vodafone Idea given their financial health
businesstoday.in/5g-telcos
138 India Gets US Waiver on Iranian Oil, But What
About Chabahar Port?
MAKING Will the future of Chabahar port depend on
PROCESS further reduction? Washington is not
IMPROVEMENTS comfortable enough to respond as yet
STICK businesstoday.in/Iranianoil-chabahar
Early Why Weak Banks Under RBI’s Intensive Care

excitement Will Continue to Struggle
usually The lending environment is still challenging.
leads to The corporates are still to get into the
backsliding expansion mode to borrow from banks
businesstoday.in/rbi-lending
Key Issues That Banks Under PCA Framework
Are Dealing with
Close to a dozen public sector banks are under
PCA framework, monitored by RBI with lending
restriction till they nurse back to good health
businesstoday.in/publicsectorbanks-pca
THE BREAKOUT ZONE > NEWS
Burger Singh’s Secret Sauce Is in the Last Mile

From NCR, Burger Singh has now opened up
outlets in Dehradun, Nagpur, Pune, Jaipur, and
two stores in London, as well
142 businesstoday.in/startups-consumerbrands
India’s Move Towards ‘Top 50’ in Ease of Doing

LIVE FOREVER,
Business Is Now Tougher
DIGITALLY
The new indicator would be called “contracting
With a little help with the government”, and would assess
from technology, contracting public procurement systems of
people can create governments around the world
digital versions of businesstoday.in/top50-india
themselves who will
always be around
COLUMN
An Feature From RBI Reserves to LIC-IDBI Deal: How Modi

From time to time, you will see pages titled “An Impact Feature” Government Is Juggling the Indian Economy
or “Advertorial” in Business Today. This is no different from an The government thinks that money will be better
advertisement and the magazine’s editorial staff is not involved utilised if it is used to recapitalise the PSU banks that
in its creation in any way. have run into trouble, says BT Editor Prosenjit Datta
businesstoday.in/psubanks-modi.government

SHARP RISE IN BANK FESTIVE WARS: ONLINE
P.16 P.20
CREDIT GROWTH GIANTS CLAIM VICTORY
RBI-CENTRE TUSSLE
SURPLUS FIGHT
RESERVES HELP RBI TIDE OVER TOUGH TIMES AND SHOULD BE MANAGED ACCORDINGLY
By ANAND ADHIKARI / ILLUSTRATION BY AJAY THAKURI
THE CENTRE seems to have toned down its demand from are under various heads. The contingency fund is for meeting
the RBI to hand over a part of its excess capital. This is among losses out of monetary policy and forex operations. The
the half-a-dozen issues over which the Centre and the RBI Asset Development Fund is to meet needs of internal capital
are at loggerheads. While the Centre has denied seeking any expenditure to invest in subsidiaries/associate companies.
surplus capital, the Chief Economic Affairs Secretary, Subhash Not many know that the RBI holds 15 per cent of
Garg, has said the government is talking to the RBI for fixing government securities that are exposed to mark-to-market
an appropriate capital framework for it. This is possibly a losses. One of the RBI’s main functions is to act as a lender of
middle ground for the Centre and the RBI. Once this is done, last resort for market participants. For decades, governments
it will become easier for the Centre to tap the RBI’s capital. at the Centre have exploited LIC as a lender of last resort.
Experts say there is little merit in the government’s This still continues as the `22 lakh crore Union Budget is not
argument of ‘surplus capital’ and it shouldn’t rob the RBI of enough to meet its growing expenditure. Two years ago, the
its savings. The RBI has been handing over its entire surplus Centre had unsuccessfully attempted ‘demonetisation’ of high
of over `50,000 crore to the government every year. The currency notes to leave a surplus of `4-5 lakh crore. Early this
reserves retained after transferring the surplus act as a shock year, the Centre used the recapitalisation bond issue of `1.35
absorber for events like the global financial crisis of 2008. lakh crore route to support state-owned banks.
There may be a lingering danger for India as the Fed starts
unwinding its balance sheet. The RBI’s `9 lakh crore reserves @AnandAdhikari

THE BUZZ
TELECOM
ECONOMY
PAY TO STAY
SHARP RISE IN SUBSCRIBED
BANK CREDIT TELECOM OPERATOR Airtel
has recently moved to a new
prepaid recharge mecha-
GROWTH nism where subscribers are
required to pay a minimum
amount – `35 – every month,
THERE’S good news tourism and hotels; failing which they will be
for the economy at and in the industry booted out of its network.
The move is likely to boost
last. Bank credit, an space, they were in
Average Revenue Per User
indicator of economic automobile, electron- (ARPU) of India's second-larg-
activity, rose 11.30 ics, cement, phar- est telco and aims to let go
per cent in Septem- maceutical, fertiliser of low-value subsribers who
ber this year. The out- and infrastructure, are using its network largely
standing gross credit especially roads. In for incoming calls without
at the end of the the last five years, making enough monetary
month was `80.25 retail lending had commitments. Strengthen-
ing of ARPUs is important for
lakh crore, according compensated for
Airtel at this juncture when its
to the latest Reserve the low growth in top line and bottom line have
Bank of India data. corporate credit. It is been under pressure. Airtel
While lending to the now time for pick-up is sort of following Reliance
micro and small sec- in corporate credit. Jio’s path of a similar strategy
tor shrunk, lending Capacity utilisation for its prepaid customers. In
to medium and large levels are gradually India, prepaid subscribers
rising and very account for 95.86 per cent of
corporates showed
the market, as per TRAI data.
smart recovery. The soon there are
It’s likely to result in some cor-
highest gains in the expectations of rection in subsriber numbers
services sector were corporates going for for Airtel but the upside
in transportation, expansion. seems to outweigh this.
computer software, - Anand Adhikari - Manu Kaushik
NBFCs
Liquidity Stress
ABOUT `2.3 LAKH CRORE a dedicated window to `40,000 crore in November.
`2.3L
worth of commercial papers infuse liquidity (similar to The NHB also raised the
(CPs) and non-convertible 2009) but the central bank refinancing limit to `30,000
debentures (NCDs) issued believes there are enough crore, while banks such as
by liquidity-hit non-banking means available at its SBI raised portfolio buyout
financial companies disposal. It recently allowed target by 2-3 times. Experts
(NBFCs) are to mature banks to give partial credit CRORE say any default is unlikely
by December. Is there a support to NBFC bonds. WORTH OF CPs as most NBFCs are able to
systemic risk? Or do the After concluding `36,000 AND NCDs ISSUED rollover CPs/NCDs, but easy
RBI and the government crore of open market BY NBFCs money flow for high-flying
have things under control? operations in October, the MATURING IN NBFCs has certainly ended.
The government wants RBI will inject an additional DECEMBER – Aprajita Sharma

GST
New Collection
Benchmark
MONTHLY GST collec-
tions crossed `1 lakh crore
in October this year. The
THE BUZZ last time this had hap-
pened was in April 2018.
Experts had attributed
Ease of Business that to the year-end spurt
in tax collections.
Unlike the last time,
INSUFFICIENTLY this time, the collections

crossing `1 lakh crore is
EASIER not seen as an exception

and more as a norm even if
one of the reasons for the
jump could be the start of
INDIA HAS MOVED score (on a scale of 0 to with a dismal score the festival season. Anti-
up 23 positions in the 100), where India got of 43.55. Retaining a evasion measures like tax
annual Ease of Doing 67.23 points, up from score of 41.19, enforc- collected at source, e-way
Business (EDB) ranking 60.60 the previous year. ing contracts showed bill are finally coming into
of the World Bank to This score benchmarks no improvement at all. play to give a fillip up to
economies with respect The score on resolving the GST collections.
become 77th in a list of
There is a feeling now
190 countries. Remark- to regulatory best prac- insolvency parameters that the revenue depart-
able, as it indicates the tice, showing the abso- was 40.84 (up by 0.09 ment will go the whole
improvement in a host lute distance to the best points), though it will hog to ensure that collec-
of parameters like start- regulatory performance see a major positive tions do not fall below `1
ing a business, getting on each Doing Business change on account of the lakh crore
electricity, protecting indicator. On this front, Insolvency Act in future now and, therefore, busi-
minority interests, etc, India’s improvement rankings. Top ranker nesses should ensure
in comparison with on several parameters New Zealand had an that their GST audits are
has been minimal. overall score of 86.59. handled appropriately so
other nations. The
that they do not invite the
World Bank also assigns Registering property India has a long way to
revenue department's
a country specific EDB improved 0.46 points go.- Joe C. Mathew
wrath. –Dipak Mondal
AUTO
JLR Feels
THERE SEEMS to be no end in sight profitability, and consequently that of
for trouble at India's largest automo- Tata Motors (JLR accounts for 80 per
bile maker Tata Motors. Just when its cent of its revenues). In the first half
domestic operations recovered from of this fiscal JLR reported a net loss of
a prolonged slump, it is the turn of 311 million pounds. A turnaround plan
the Squeeze
its UK subsidiary, Jaguar Land Rover, "Project Charge" has now been drawn
to face the blues. The slowdown in up for JLR just like in Tata Motors India
China, falling sale of diesel vehicles a little over a year ago, envisaging
in Europe and concerns on Brexit has a cost saving of 2.5 billion pounds
hammered the luxury car-makers’ over the next 18 months. The squeeze
could not have come at a worse time
but Tata would hope JLR would come
out of the rut sooner so it can splurge
the cash again. – Sumant Banerji

ILLUSTRATION BY RAJ VERMA THE BUZZ
E-COMMERCE
CLAIM GAME
BOTH AMAZON and were repeat customers. Value (GMV). However, Amazon it was `6,287
Flipkart claimed to have Flipkart claimed it best- recent statutory filings crore, up 71 per cent and
outdone each other ed its own 2017 five-day by both companies for 30 per cent, respectively.
when this round of fes- Big Billion Day sale in FY2018 showed mount- Even as both companies
tive sales ended. Ama- just 26 hours this time ing losses and cash burn gear up to pump in more
zon claimed that Prime round. Neither claim is (in the price war). Com- cash, from a consumer
membership doubled easily verified, as both bined FY2018 losses standpoint, it seems the
and half of India’s online companies don’t release for Flipkart Internet best days of online shop-
shoppers bought from qualitative numbers and Flipkart India were ping are yet to come.
it. And, that 81 per cent or Gross Merchandise `3,222 crore, while for – Rukmini Rao
TATA SONS CLARIFICATION
Over-dependence on TCS In response to our story:

Bankruptcy Knocking (No-
vember 18 issue), Jet Airways
has clarified that it has paid
TATA SONS, the holding company to `4,379 crore in the last fiscal from salaries to over 84 per cent
of Tata Group, is reportedly gear- `18,432 crore before that. Although of its employees on time,
ing up to pay a major chunk of the Tata Sons is the parent of more than and only the salaries of the
`10,000 crore dues of Tata Teleser- 100 group companies, 90 per cent of remaining employees (mostly
vices (TTSL) to the government. The its dividend income comes from TCS senior management) have
holding company had earlier written – a sign of over-dependence. Tata been deferred with a pre-de-
of its investment of `28,652 crore Sons, which made a windfall gain of termined schedule. It has also
in TTSL and compensated about `10,000 crore in the TCS buyback clarified that it has informed
`8,000 crore to Japanese partner in FY18, is also looking to sell more the BSE that it has not sought
DoCoMo for the losses it incurred. shares worth `11,500 crore in the any moratorium for any of its
The telecom misadventure has cost second round of TCS buyback. loans or for reduction of rates
Tata Sons heavily and profit declined -Nevin John from its lenders.
THE BUZZ
ON SCREEN
WHAT: BIG PICTURE SUMMIT
WHEN: 6-7 Dec, New Delhi
WHAT TO LOOK FOR: This is CII’s
annual flagship event for the media and
entertainment sector. Media visionaries
and thought leaders from across the
world will share and engage with the
Indian M&E sector on issues such as the
innovative changes that the industry
SETTLING DUES would require to scale up; how to make BEING HEALTHY
WHAT: GLOBAL PAYMENTS the regulatory and policy framework WHAT: GREEN CONCLAVE
WEEK conducive?
WHEN: 6 Dec, Pune
WHEN: 3-7 Dec, Kuala Lumpur
WHAT TO LOOK FOR: The basic
WHAT TO LOOK FOR: The Global objective of Green Conclave is to
Payments Week (GPW), organised develop knowledge and tools that
by the World Bank, is being held accelerate the transition towards a
in the Asia-Pacific region for sustainable industrial system. It aims
the first time. It brings together to highlight importance of green
regional experts to discuss critical initiatives in protecting the earth
issues and trends in payments, and the environment. The Conclave
remittances and securities will bring together leaders who are
settlement, and the next steps. inculcating and propagating green
culture in their organisations.
11 12
9 10 13
8
14
7
15
6
16
5
17 18 19 20
4
CALENDAR
3
2
1
31
21
30
22
23
24 28
29 MOVING AROUND
25 26 27
WHAT: SMART LOGISTICS
FINTECH
WHEN: 7 Dec, New Delhi
WHAT: FINTECH, SOCIAL
FINANCE, AND FINANCIAL WHAT TO LOOK FOR:
STABILITY Logistics has become a key
WHEN: 11-13 Dec, Shenzhen, issue with the advent of
China e-commerce. Today, there is
a need for streamlined and
WHAT TO LOOK FOR: The ADB visible supply chain systems.
event will be about fintech, including This year’s CII Smart Logistics
crypto currency, digital payment, aims to explore and debate how
etc., how these afect financial STEELING UP disruptive transformations are
stability and policies that can help to impacting the Indian logistics
moderate instability. WHAT: INDIA STEEL
industry.
WHEN: 22-24 Jan, Mumbai
WHAT TO LOOK FOR: The
exhibition-cum-conference on Indian
Steel industry focuses on value
enhancement from mining to steel
production and delivery of the steel
products to end consumers. It is a
convergence point for key oficials
and experts in the steel industry.
December 2 I 2018 I BUSINESS TODAY I 21

GLOBAL BUSINESS
IBM DONS THE RED HAT LIBERTY HOUSE ON SOFTBANK INVESTS

FOR $34 BN A SHOPPING SPREE $1.1 BN IN VIEW
The Big Blue has announced plans to UK-based Liberty House, led by Indian- Masayoshi Son’s SoftBank, the world’s
acquire Red Hat, the largest vendor of born British businessman Sanjeev Gupta, most powerful start-up investor, has
open-source enterprise software, for $34 will buy three more steel plants in Europe invested $1.1 billion in Silicon Valley-
billion. It is one of the biggest deals in the from ArcelorMittal. These assets are the based View, a maker of smart glass for
U.S. tech history, underlining the pressure final part of a divestment deal agreed upon buildings. The deal comes at a time
on IBM to adapt to a fast-changing IT sec- during the EC’s merger control probe into when the $100 billion SoftBank Vision
tor. Red Hat's technology may help create ArcelorMittal’s acquisition of the Italian Fund is under fire over ties with its larg-
an uber cloud, easing computer overload steel plant Ilva SpA. Earlier, Liberty had est backer, Saudi Arabia’s ruling regime.
and ensuring faster, more eficient opera- signed a deal with ArcelorMittal to acquire Son has condemned the murder of
tions. The move will help IBM compete units in Romania, the Czech Republic, Saudi Arabian dissident Jamal Khashoggi
with the likes of Amazon and Microsoft in Macedonia and Italy, all of them part of the but indicated that his company would
the cloud infrastructure business. same divestment package. not sever ties with the Kingdom.
AMAZON FORAYS SPOTIFY TURNS A GOOGLE WORKERS

INTO WHISKEY PROFIT, AT LAST UP IN ARMS
Amazon is not making the liquor, The Stockholm-based music-stream- Google stafers all over the world staged
but it has bottled a Scotch whisky ing service has reported a net income walkouts on November 1 to protest its
for the first time. Bowmore is a high- of $49 million in the third quarter, handling of sexual harassment and dis-
end product, and Amazon is selling partly due to a share swap with crimination. The backlash came following
a 19-year-old whisky from the brand Chinese tech giant Tencent. Spotify a New York Times article on how Google
aged in 225-litre red wine casks made claims 87 million paid subscribers, had paid millions of dollars in exit pack-
of French oaks. These casks are from a rise of 40 per cent compared to ages to those accused of misconduct.
Chateau Legrange, a red wine brand the year-ago period. The service has Andy Rubin, the creator of the Android
from Bordeaux. Incidentally, both 191 million global users, up 28 per mobile software, got a $90 million exit
Bowmore and Legrange are owned by cent from last year. But even a profit package even after a harassment claim
Japanese drinks giant Suntory. Besides coupled with a strong subscriber against him was considered credible.
Bowmore, Amazon is the main online base and user growth could not sat- Consequently, Google agreed to end
retailer for Johnnie Walker-Game of isfy investors who grumbled about forced arbitration for sexual
Thrones limited-edition collection. missed revenue growth. harassment claims.

THE BUZZ
SOCIAL UNIVERSE
VIRTUAL
POLITICKING
Spending by political parties on social
media could more than double in the
run-up to the 2019 polls.
By Devika Singh
Illustration by Raj Verma
“ANYONE WHO wins on digital will cialising in political campaigns. “Parties their budgets in the 2019 elections.
win the elections as well.” This state- now ask for more strategic projects.” Ashish Bhasin, Chairman and
ment by digital marketing expert Most political parties have dedi- CEO of South Asia Dentsu Aegis Net-
Ahmed Aftab Naqvi, CEO and Co- cated social media teams for moni- work, estimates that the overall spend
founder of Gozoop, might have seemed toring and responding to the content on digital may go up to `1,100-1,200
an aberration a few years ago, but now featured and the developments hap- crore in 2019 polls, more than double
it is the new normal. These days, elec- pening online. And they are tapping the `400-500 crore spent in the 2014
tions are won and lost on social media every platform, from Facebook, What- polls as pegged by an Assocham re-
– the 2014 General Elections in India sApp and Twitter to YouTube and even port. The ‘rise’ in spending will in-
and the 2016 U.S. Presidential Elec- Instagram. However, the creative part clude infrastructure costs to house the
tions have already proved it. There is a is often outsourced to digital agencies. human resources employed as well as
marked difference, though. Five years “Digital is also being used for real- their salaries.
ago, social media was a complementary time listening and political parties use Poll contenders fare also tapping
platform for political campaigns; now these insights to prepare offline cam- the social media in their individual ca-
it has taken centre stage. paigns,” says Naqvi of Gozoop. pacity and will be spending lakhs. Ac-
“In 2014, political campaigning on Extensive use of these platforms cording to Jain of Social Rajneeti, cam-
social media gained some acceptance, also means contending parties are paigning for someone who is running
but after the huge win of PM Narendra spending a huge chunk of their cam- as an MP may cost `15-25 lakh while a
Modi, people have realised the impor- paigning budgets on social media. contender for a state assembly seat may
tance of campaigning on social media,” Most parties do not provide cost break- have to spend `5-15 lakh.
says Rahul Jain, Founder of Social Ra- downs, but experts estimate that digi-
jneeti, a digital marketing agency spe- tal might account for 40-50 per cent of @DevikaSingh29

THE BUZZ
CLUTTER-FREE
FB MESSENGER
Facebook has revamped its Messenger app
Video and introduced a widely awaited simplified
version. For instance, the menu on the
Integration bottom tab has been reduced to just three;
there is a single Chats tab for one-to-one
Video-sharing site Vimeo and group conversations along with a People
has recently announced a
new feature that enables and a Discover tab, and a camera button is
its users to publish videos getting added for image and video sharing.
directly on the professional One can also personalise interactions, and
networking platform Linke-
dIn. Earlier, the company’s soon there will be a ‘dark mode’ with custom
Publish to Social feature chat bubble colours.
supported auto-uploading
of videos on multiple sites,
including Facebook, Twitter
and YouTube. Vimeo is the
first video platform to offer
its services to LinkedIn,
once again highlighting its
focus to evolve into a tools
and services provider to
businesses and professional
networking sites.
STORY POWER
Delete It Easy
22
INSTAGRAM IS TESTING AN
AD FORMAT FOR ITS POPULAR Search giant Google has
‘STORIES’ FEATURE WHEREIN made it easy for users to
BRANDS CAN PAY THE SOCIAL delete their search history.
NETWORKING APP TO FEATURE
THEIR STORIES IN USER FEED.
INSTAGRAM HAS NOT ROLLED
% Earlier, one had to go to
his/her Google account to
manage the search data.
OUT THIS FEATURE YET, BUT ADULTS IN INDIA OWN
But with the new update
IT IS BEING TESTED GLOBALLY SMARTPHONES WHILE 51
in place, one can directly
ACCORDING TO A TECHCRUNCH PER CENT HAVE FEATURE
control it from the Search
REPORT. THE ‘STORIES’ FORMAT, PHONES, ACCORDING TO
page without leaving it.
WHICH INSTAGRAM HAS A PEW RESEARCH CENTER
The update is being rolled
REPORTEDLY COPIED FROM REPORT. AROUND 26 PER
out for desktop/laptop and
SNAPCHAT, HAS BECOME ONE OF CENT OF INDIAN ADULTS
mobile (both Android and
ITS MOST POPULAR FEATURES. DO NOT OWN ANY PHONE.
iOS versions).

THE BUZZ
START-UP
N E U R O TA G S
FIGHTING
COUNTERFEITS
THE PUNE-BASED
COMPANY USES
ALGORITHM, AI AND
HEURISTIC CLOUD
TECHNOLOGY TO SPOT
FAKE PRODUCTS AND
PROVIDE BUSINESS
INTELLIGENCE.
By Sanghamitra Mandal
PHOTOGRAPH BY ANIRUDHA KARMARKAR
1) The Founders digital solution with a other device and that rules
Nitin Gupta, Abhishek Agarwal (From left): Co-founders
double security layer. The out replications. If products
and Yogesh Miharia. An NIT Abhishek Agarwal, trio has used algorithms are stolen, their open tags
B.Tech., Gupta had worked for Nitin Gupta and and AI to develop two often appear randomly at
Yogesh Miharia
Yahoo, PayPal, eBay and others mathematically linked various locations. The AI
but decided to set up a technology codes or tags which are system tracks all routing
consultancy called TezMinds. KEY NUMBERS integrated at the assembly irregularities and an alarm is
Both Miharia and Agarwal, line after which everything immediately raised.
former Cognizant employees and FOUNDED IN is controlled by backend
start-up co-founders, later joined JANUARY 2017; THE software. Out of the two, 4) Revenue
SOLUTION CAME A
TezMinds and the trio developed one is an ‘open’ tag on Now in its first sales cycle,
YEAR LATER.
NeuroTags to spot counterfeits. the package while the the company charges a
‘protected’ tag inside can nominal fee for licensing
2) The Trigger TAGS SOLD be accessed only after and per-item price of
Over
“Watching a documentary got ` 30 lakh breaking the seal. Scanning the tags. NeuroTags also
us thinking,” recalls Gupta who the open code with your connects companies and
is a Hollywood buff. “It featured mobile not only provides their customers by running
how a person often picked up fake product information but loyalty and e-warranty
KEY CUSTOMERS
products and how the counterfeits 6 big companies also enhances customer programmes, and offers
markets were growing. Right from FMCG, pharma, trust as this is an indication business intelligence services
electrical, consumer
now, sales losses due to fakes have electronics and of authenticity. When the which are not yet monetised.
hit $1.6 trillion globally.” The automobile sectors internal code is scanned
co-founders started looking for a post-purchase, the item 5) The Way Ahead
foolproof solution as holograms FUNDING gets tagged to the username Selling five-seven crore
and RFID tags only provide Bootstrapped and the ‘status’ of both tags tags a year in India and the
partial protection. gets updated on NeuroTag’s US. It is now patenting its
server in the cloud. technology and developing
TEAM MEMBERS
3) The Technology
18 Understandably, these tags a blockchain-based secure
After a year’s hard work came cannot be used for any solution for end-to-end
NeuroTags, a sector-agnostic further validation from any supply chain payments.

ILLUSTRATION BY RAJ VERMA
The demand for top talent to manage change in a
tech- and data-led world remains strong. Our top
B-schools lend India Inc. a helping hand to grow in a
fast-changing world.
By E. Kumar Sharma
Photograph by Rachit Goswami

INDIA’S BEST B-SCHOOLS
Opening Essay
NDIAN BUSINESS SCHOOL campuses are abuzz. It is

“BUSINESSES ARE RECRE-
that time of the year when, in many campuses, com-
panies recruit summer interns, a route that more and
ATING THEMSELVES AND
more of them are taking to find potential employees in- LOOKING FOR PEOPLE WHO
stead of relying solely on the half-hour interviews dur-
ing final placements. This year, as India Inc. gets ready HAVE CONTENT KNOWL-
to expand after years of surviving in a slow growing
economy and embraces technology and data to man- EDGE FROM THE FIELD
age change, the buzz on B-school campuses is louder.
Salaries, going by the final placement figures, are up –
AND CONCEPTUAL
for instance, for the top 25 B-schools, the mean average
domestic salary in 2018 was `16.98 lakh compared to
KNOWLEDGE FROM BOOKS”
`15.78 lakh in 2017. For the next 25, the figure for this
year is `9.24 lakh compared to `8.46 lakh in 2017. Con- Errol D’souza
sultants are among the top favourites again – they hired Director, IIM-A
one-third of the batch at IIM-Ahmedabad (IIM-A) –
as more and more companies engage them to man-
age change and grow in the marketplace increasingly
getting impacted by technology. So are banks, again
looking to adopt latest technology and use big data to
put years of slow growth behind them. Ecommerce, the
most sought-after sector during the peak of the funding
boom till a few years ago, seems to be getting back after
a lull; it accounted for 10 per cent placements at IIM-A. justice to the effort each institute is
And the IT sector, say placement heads, is all but miss- putting in different areas to offer a
ing, a reflection of muted demand despite all the focus higher value proposition to students,
around digital transformation for their clients. recruiters and faculty. For instance,
though IIM-A has been ranked the
Change on Campus country’s top B-school, in terms of
While hiring trends reflect broader economic shifts, offering global exposure, IIM-Calcutta
the country's B-schools are themselves going through a is way ahead, followed by XLRI, IIM-
major churn. The overall rankings of the top B-schools, Bangalore, SPJIMR and MDI. In
more or less unchanged from last year, do not do full student and faculty foreign exchange

PHOTOGRAPH BY RACHIT GOSWAMI
20.68
16.98
13.11
SALARY
9.65
SWEEPSTAKES
Average salaries
in `lakh at
top B-schools
Top 100
Top 50
Top 25
Top 10
programmes, too, SPJIMR and a few others among the top

25 have done better than IIM-A, though in terms of salaries
offered during campus placements, most of the leading
schools have scored well. As for the learning experience,
all top three IIMs (IIM-A, IIM-C and IIM-B) stand out,
followed by SPJIMR. That apart, institutes like IIM Indore
and Indian Institute of Foreign Trade have built on their
previous year’s strengths in this space (see The Top 10).
The race to be the best is truly on. So are efforts to
provide talent/skills that the corporate world needs to survive

Opening Essay
the cut-throat marketplace. “Businesses are continuously be as companies anticipate early so that
recreating themselves and looking for people who have they can invest in human capital, he
content knowledge from the field and conceptual knowledge says. The conclusion is that the hiring
from text books and study material. We try each year to build tempo will continue, and so will
on the content knowledge by ensuring faculty that brings the difficulties with companies
those components into classrooms from their research and attempting transition. Consultants are
consulting experiences,” says Errol D’Souza, Director, IIM-A. likely to make a lot of money
The school, unlike most others that follow a day system for (See “Domain Dons”).
placements, has a cluster cohort system where companies are The story is not very different in
divided on the basis of the sector. Giving a sense of numbers other campuses. For instance, the
and trends, Amit Karna, Chairperson, Placements, IIM-A, IIM-B class of 420 that passed out
says, “Overall, the numbers have been quite positive. In 2018, in February this year got 462 offers
124 students, about a third (32 per cent) of the batch, went from over 140 companies. Many
into consulting in final placements as against 103, or about recruiters made more offers than
27 per cent, in 2017, followed by banking, which hired 15 per initially indicated. Prashant Mishra,
cent of the batch. Then there were consumer goods players. Dean, New Initiatives and External
One highlight was ecommerce, which hired 10 per cent of the Relations at IIM-C, says there has been
batch. The IT sector, however, hired less.” a general year on year rise in number
These numbers also tell us how the next year is going to of companies visiting the campus and
RANKINGS OVER THE YEARS

2012 2013 2014 2015 2016 2017
IIM Ahmedabad IIM Ahmedabad IIM Ahmedabad IIM Ahmedabad IIM Ahmedabad IIM Ahmedabad
IIM Calcutta IIM Calcutta IIM Calcutta IIM Calcutta IIM Calcutta IIM Calcutta
FMS, Delhi XLRI, Jamshedpur XLRI, Jamshedpur XLRI, Jamshedpur IIM Bangalore XLRI, Jamshedpur
XLRI, Jamshedpur FMS, Delhi FMS, Delhi SPJIMR, Mumbai XLRI, Jamshedpur SPJIMR, Mumbai
IIM Bangalore IIM Kozhikode SPJIMR, Mumbai MDI, Gurgaon SPJIMR, Mumbai MDI, Gurgaon
THE TOP TEN

OVERALL OVERALL LEARNING LIVING
RANK INSTITUTE SCORE EXPERIENCE EXPERIENCE
2018 1,000 250 150
1 Indian Institute of Management Ahmedabad 878.1 216.5 138.4

2 Indian Institute of Management Calcutta 874.1 212.5 134.6
3 Indian Institute of Management Bangalore 860.8 212.1 137.1
4 XLRI – Xavier School of Management 838.8 191.4 138.2
5 Management Development Institute 809 197.7 134.7
6 S. P. Jain Institute of Management & Research 807.9 199.8 125.1
7 Indian Institute of Management Indore 784.7 199.4 137.5
8 Indian Institute of Management Kozhikode 783.9 187.2 132.7
9 Faculty of Management Studies, University of Delhi 772.3 189.2 120.5
10 Indian Institute of Foreign Trade 769.4 185.8 119.4

PHOTOGRAPH BY LANTERN CAMERA
“FROM AN EDUCATION POINT OF

VIEW, I AM AMBIVALENT WHETHER
(THE FOCUS ON PRE-PLACEMENT
OFFERS) IS A GOOD TREND”
G. Raghuram, Director, IIM-B
PLACEMENT SELECTION PROCESS, FUTURE

PERFORMANCE GOVERNANCE & ORIENTATION
ESTABLISHMENT
250 150 200
220.8 134.3 168.1

214.1 131.5 181.4
213.6 129.4 168.6
207.3 120.7 181.2
204.2 120 152.4
202.2 120.3 160.5
195.1 119.8 132.9
200.1 127.2 136.7
217.3 118.9 126.4
204.1 118.6 141.5

Opening Essay
FMS DELIVERS HIGHEST ROI

DOMESTIC DOMESTIC
RANK OVERALL GOVT/ TUITION FEE AVERAGE
(ROI) RANK INSTITUTE PVT (`) FOR ENTIRE ANNUAL ROI
2018 COURSE SALARY (`)
1 9 Faculty of Management Studies, DU G 21,560 21,10,000 97.87

2 46 Dept. of Commerce, Faculty of Commerce and Business, DSE, DU G 30,392 9,32,000 30.67
3 98 Department of Business Management, University of Calcutta G 15,488 3,60,000 23.24
4 290 Dept. of Commerce & Management, KSKV Kachchh University G 8,400 1,44,000 17.14
5 44 Sydenham Institute of Mgmt. Studies, Research & Entr. Education G 1,38,000 10,92,000 7.91
6 205 Easwari Engineering College P 60,000 4,00,000 6.67
7 224 CMR College of Engineering and Technology P 70,000 4,00,000 5.71
8 238 Vivekananda Institute of Information and Management Studies P 63,000 3,50,000 5.56
9 262 M.S. Patel Institute, Faculty of Mgmt. Studies, M.S. Univ. of Baroda G 80,000 4,20,000 5.25
10 277 Chaitanya Bharathi Institute of Technology P 86,000 4,50,000 5.23
offers made by them. Also, companies are opting for a more Varshika, in her second year at IIM-B,
deeper and continuous engagement with students. This is hopes to see herself as a management
showing in the rise in the number of pre placement offers. trainee under a brand manager in a
Calling it a good year, SPJIMR dean Ranjan Banerjee big firm and in the long run get into a
says his school has ensured that it not only builds on its niche role like digital media marketing
niche and contemporary offerings to students but is also consultant. Her batchmates,
able to sustain and build on recruiter interest. “While some however, have mixed views, with
traditional recruiters like FMCG, consulting and others some preferring the big, established
have remained strong, there has been some recalibration of firms and others keen on a bigger role
the way talent is sought,” he says. For instance, he points to at a start-up. Some, like IIM-A’s V.
consulting coming with a much sharper focus on technology Raghuram, are not sure. This chemical
and implementation. Consulting recruited the highest engineer from IIT-Kharagpur who
numbers, overtaking FMCG. interned at a consulting firm wants to
Apart from these, there is growing interest from what look at start-ups for a more impactful
he calls new age tech dotcoms with scale and interesting role but is not sure at the moment. “I
business models like Uber, OYO Rooms and others, apart am trying to talk to all my batchmates
from e-commerce players like Amazon and Flipkart. He also to understand their experience to see
sees momentum from conglomerates building on their pool what will be a good fit,” he says.
of business leaders.
Pre-placement Offers
The Skillset Range Most schools and students say talent
Pramath Raj Sinha, the founding Dean of Indian School assessment is shifting from the
of Business and co-founder of Ashoka University, Sonepat, half-hour interview during the final
Haryana, has seen the recruitment landscape closely over the placement week. Companies want
years. “Given some successes we have had with our Vedica to engage with students for a longer
Scholars Programme for Women in Delhi (an alternative period. Summer internships are
masters in business administration programme) and Young aimed at this. Except for a few leading
India Fellowship at Ashoka, I think recruiters are looking at schools such as SPJIMR, which has an
broader skills, more breadth in profiles, broader perspective, autumn placement model (instead of
better communication and leadership skills.” the April-May period for internships,
Student aspirations cover the entire range from seeking at SPJIMR, the time is mid-August
established brands to venturing on the start-up route. J.K. to mid-October in the second year as

“THERE HAS BEEN
INDIA’S BEST B-SCHOOLS RECALIBRATION OF
Opening Essay
THE WAY TALENT
IS SOUGHT. FOR
INSTANCE, CONSULT-
ING HAS COME WITH
A MUCH SHARPER
FOCUS ON TECH”
Ranjan Banerjee
Dean, SPJIMR
PHOTOGRAPHS BY MILIND SHELTE
summer months are spent on visiting December, companies make pre placement offers and then
villages and working with NGOs) and visit for final placements around February.
about 50 per cent students get pre-
placement offers based on autumn Learning Versus Placement
projects, most other leading schools, Does this focus on pre-placement offers do any good? IIM-B
especially the IIMs, have summer Director Raghuram says, “From the educational point of
placement interviews around October/ view, I am ambivalent whether this is a good trend. If I put
November. As this issue was being put myself in the shoes of companies, I think it is a good trend,
together, the numbers were trickling because they are assessing people on a multi-dimensional
in. This time, at IIM-B, around 150 scale and giving students an opportunity for seven to eight
companies visited the campus as weeks where they can be put through different departments.”
against around 130 last year. In all, Pre placement offers is not the only route the companies
442 offers were made (all students are taking. They are deepening engagement with campuses
apparently got summer placed). How through case competitions, buddy programmes, training
many end up getting pre placement in case studies and talks, all driven by the argument that a
offers will be known by December prolonged engagement with students may be better.
next year. But past trend shows the But IIM-B’s Raghuram also reminds that “from the
numbers will rise. “Last year, out of the institution and education point of view, where we would
total batch of 400 students, 155 got like to believe in two years of good educational time, where
pre placement offers, and this year, the you are going for knowledge, the way I am spending time is
number could perhaps go up to 180,” getting more placement-driven. We are worried that here
says IIM-B Director G. Raghuram. is a person who is joining us in June and by November you
At MDI Gurgaon, 98 companies are beginning to assess him or her. So, while the assessment
descended on the campus for selecting period and the dimensions of assessments are on the rise,
students for summer internships, with the assessment is in some sense encroaching into pure
31 new recruiters among them, up learning. That, I think, is a concern.”
from last year’s 90 companies and 28 Agreeing that it is a growing trend, Amit Karna of IIM-A
new recruiters. says today close to half or more than one-third batch gets pre
This is how it works. Students placement offers, though in case of IIM-A, pre placement
join a B-school (say an IIM) in June, offers are not taken with conditionalities as a final and
interviews for summer internships binding option. The idea is to give both the recruiter and the
happen around October/November student time to re-engage and see if the fit works or not.
and they intern from April to end
of May the following year. Then, by @EKumarSharma

By the Numbers
MAKING
THE CUT
A quick look at salary and other key
trends across India’s Best B-schools.
Graphic by Tanmoy Chakraborty
Text by Shivani Sharma
GOVERNMENT
`
lakh
12.5 RUN BUSINESS
SCHOOLS LEAD IN
Average domestic salary
ofered to students at THE TOP 25
government B-schools,
versus `8.3 lakh at private Government B-Schools (%)
B-schools, in the top 100. Private B-Schools (%)
6:1
Student to faculty ratio
44 56 64
36
of top 100 B-schools. The

student to permanent
Top 1 - 25 Top 26 - 50
faculty ratio is estimated
to be 10:1.
16 20
1.37
Average ROI of top 25
84 80
B-schools in India. Top 51 - 75 Top 76 - 100

`
8,84,609 65
Average tuition fee of private
%
Of students in
B-schools. For government top 50 B-schools
B-schools, this was `7,49,495, have engineering
in 2017/18. background
INCREASING FEMALE ENROLMENT

IN TOP 100 B-SCHOOLS
Male to female ratio
2016/17 2017/18
2.7 2.7
2.5 2.5 2.3 2.1
1.9 1.8
Top 10 Top 25 Top 50 Top 100
AVERAGE DOMESTIC SALARY HIGHEST IN

MUMBAI AMONG METROS
Average mean domestic salary (` lakh)
9.7
Delhi
NCR
12.5 9.8
Mumbai Bengaluru
8% PERMANENT FACULTY WAS PART OF

FOREIGN EXCHANGE PROGRAMMES*
Colleges with foreign exchange programmes (%)
76 70 63
Top 25 Top 50 Top 100

*For Top 100 schools, in 2017/18
Recalibrating Skills
DOMAIN DONS
Traditionally strong recruiters are recalibrating
their talent needs and hiring parameters.
Other than from B-schools, some are laterally
hiring specialists as well.
By E. Kumar Sharma / Photograph by Rachit Goswami
T
HIS IS AN AGE OF specialists, impa- each vertical, who could then identify
tience and one of disappearing infor- their pain points and solutions (how
mation arbitrage. A consultant’s job technology could address these).
is getting more complex, and more When we were involved in a cost-
lucrative. This has a direct bearing efficiency project for an automotive
on the kind of talent being hired. As company, we were expected to bring
a result, leading consultancies have in people with relevant expertise in
expanded their catchment area for procurement, design.”
hiring to go beyond just business So, how has the change in client
schools. “Clients are getting more demands translated into the way the
sophisticated and want to see more firm hires from business schools?
expertise and implementation capa- “About five years ago, our hiring
bilities,” says Gautam Kumra, Senior was almost entirely from B-school
Partner and Managing Director, campuses. Today, that is only 60-70
McKinsey India. That’s one reason per cent. The rest is experienced
why, he says, “over the past two to hiring; many more specialists are
three years, we have been hiring (spe- hired laterally,” says Kumra.
cialists like) data scientists and data The consultancy has also
statisticians aggressively.” diversified the way it hires; it’s called
When clients ask for specific ‘The nine pathways to becoming a
advice or expertise, consultancies partner at McKinsey’ (See ‘Beyond
have to be in a position to fulfil that B-schools’). Kumra, with the help
demand. “One of our pharma clients of Toshan Tamhane, Senior Partner,
wanted to engage with our experts and who also leads recruiting at
on industry trends, strategic options McKinsey in India, explain: “Earlier,
and what it takes to manage change. there used to be only one path to
This required the best of our experts becoming a ‘partner’ at McKinsey
from strategy, pharma domain, and – B-school campus. Now, there are
implementation capabilities,” says almost nine different paths.”
Kumra. There are several other such This is in tune with how the
examples. For example, “an Indian consultancy is changing globally.
IT services company expected us to One in every four partners at
bring the best domain experts from McKinsey globally is directly hired

"ABOUT FIVE YEARS AGO,
OUR HIRING WAS ALMOST
ENTIRELY FROM B-SCHOOL
CAMPUSES. TODAY, THIS
IS ONLY 60-70 PER CENT.
THE REST IS
EXPERIENCED HIRING
HAPPENING LATERALLY."
Gautam Kumra
Senior Partner and MD,
McKinsey India, and Founder,
McKinsey Leadership Institute

BEYOND B-SCHOOLS
Like many other leading consulting firms, McKinsey is a big recruiter on B-school campuses. Typically, it takes
about eight years or so for the people it hires to become a ‘partner’. But that is too short a time to develop
expertise, and clients, too, increasingly need implementation capabilities. So, McKinsey has been hiring domain
experts laterally and has created diferent pathways to becoming a ‘partner’. These are:
GENERALIST PARTNER: DIGITAL PARTNER:

Catchment area would For digital, analytics and other
typically be leading technology-related areas. Could be
B-schools from industry with deep knowledge
EXPERT PARTNER: ADMINISTRATIVE PARTNER:

Area experts in domains such as Internal function for McKinsey.
risk or cyber security. Would be Depending on requirement, could
hired from industry, say, a chief be from law firms or audit firms, or
risk officer in a bank chief human resource officers
MASTER EXPERT: IMPLEMENTATION PARTNER:

Globally best expert; Someone with track record in
would be a handful execution excellence. Could be
hired from industry
MGI (MCKINSEY GLOBAL
INSTITUTE) PARTNER:
RTS (RECOVERY AND Could be those initially hired
TRANSFORMATION from B-schools or laterally. Could PSS (PUBLIC AND SOCIAL
SERVICES) PARTNER: also be people with PhDs in SECTOR) PARTNER:
Could be lateral hires from industry; Economics or an expert focused People who have been with
‘chief’-level executives (CXOs) or on public policy, research and government or in social
others who have been successful resource building capability in sector with deep domain
turnaround experts socially relevant areas knowledge
from outside and lateral hiring has While specialised skills are changed — life management, team
increased from almost nothing to much in demand, basic talent is still management, personal impact and
about one-third or more of the total needed as servicing clients needs entrepreneurship. One needs to go to
hiring in the past four to five years, skill sets such as general problem campuses for these,” says Kumra.
says Kumra. They have been hiring solving and management thinking. Underlining the need for
150-200 people over the past two- A combination is needed. “I don’t “technology-orientation” in business
three years in India, and plan to think the skill sets we look for in managers, T.K. Srirang, Head of
increase this. business schools has fundamentally Human Resources at ICICI Bank,
which has also traditionally been
recruiting from B-school campuses,
says the bank hires a mix of talent.
"WE HAVE STRENGTHENED OUR “We do a mix of hiring from the top
COMPETENCY-BASED ASSESS- business schools and also from the

top engineering schools. Especially
MENT FOR CAMPUS HIRES TO over the past four to five years... we
have started visiting top engineering
ENSURE SELECTION OF RIGHT schools like the top IITs and BITS
Pilani.” In all, the bank hires about
TALENT FOR THE RIGHT ROLE" 300 people from leading business
schools and engineering colleges
(35-40 students). This, he says, “is
R. Sridhar largely because we need to embed
Head, Corporate the required skills. At business
Human Resources, ITC schools, we look clearly for two or
three things. One is that the person
be strong on analytical skills. This is
important because today, the ability

Recalibrating Skills
to sieve through a lot of information

means having a strong analytical
orientation. Two, someone who is
really able to understand customers’
behaviour. Behavioural economics is
an evolving space.”
How does the bank evaluate who
has the right fit? Srirang says: “We
use multiple methods to validate
our hypothesis on the orientation
or abilities of an individual. One
is the psychometric profiler
OPQ (occupational personality
questionnaire) to measure mental
capabilities and behaviour. We have
been using this for over a decade
now. It is not a selection test but
an additional input available to the
interviewing team. How we interpret
the report has changed.”
Technical skills are an important
parameter now. “It is a threshold
requirement for a person to
succeed in an institution like ours.
It is not about coding but about
understanding technology and
knowing what is happening in this
space,” says Srirang.
To B-schools, But Differently

Some, such as FMCG major ITC, PHOTOGRAPH BY RACHIT GOSWAMI
continue to retain their strong

emphasis on recruitment from
B-school campuses. “We have
strengthened our competency-
"IT (TECHNICAL SKILLS) the engagement with B-school
campuses. McKinsey, for instance,
based assessments for campus hires
to ensure selection of the ‘right
IS NOT ABOUT CODING has programmes such as summer
associate, case competition, buddy
talent’ for the ‘right role’,” says R.
Sridhar, Head of Corporate Human
BUT ABOUT UNDERSTAND- programme, and training on case
studies. It also sees pre-placement
Resources, ITC. He says the focus is ING TECHNOLOGY AND offers playing a bigger part in the
to “select ‘Proneurs’ - entrepreneurial hiring process. For seven years now,
professionals who will drive KNOWING WHAT IS HAP- ITC has had a campus engagement
innovation, and deliver results in line initiative called ‘Interrobang?!’. The
with our goal to achieve a turnover PENING IN THIS SPACE" event hosts talks by ITC’s business
of `1 lakh crore in new FMCG leaders, and top campus teams battle
businesses by 2030. Every year, we it out in a case challenge. The event
T.K. Srirang
on-board around over 100 campus Head of Human Resources, is also used to spot talent early, many
hires from the top B-schools in India ICICI Bank of who are offered pre-placement
and they are groomed for business interviews at ITC.
leadership positions in the company.”
Top recruiters are also deepening @EKumarSharma

Column by
Rama Bijapurkar
What MBA Schools Must Deliver

Do not narrowcast an MBA into a polytechnic; focus on problem-
solving skills and augment with specialised programmes.
T
ODAY’S WORLD of business frequently throws or banks in the digital consumer context, one must
never-before problems at people at all levels. That understand the concept of such a model (not the
is why we call it VUCA and obsess with disrup- template but the framework on which such models
tion. But there seems to be a demand from HR are built). These are the issues that MBAs have
managers for MBA schools to turn out people to be capable of thinking through and executing.
with narrow skill-based specifications. If MBA Managers must learn to integrate across silos.
schools pay attention to their customers and not Garvin and Datar of Harvard Business School, in
to their dharma (which is to develop competent their work on the new MBA, emphasise general
men and women who can diagnose and solve management education and advocate a focus on
business problems, design and deliver business problem-solving that combines disciplines.
aspirations, and build sustainable, valuable com- Every MBA school must consciously do a
panies), they will be creating generations of busi- context refresh and push technology-centric
ness managers and future leaders who cannot thinking as an enabler of business problem-
survive and thrive in this new environment. solving. Yes, many of the old teachings must be
The ability to diagnose and solve problems, discarded now – managing a factory of robots is
to learn and apply the learning is what MBA different from managing a factory of semi-skilled
schools must teach. Ravi Matthai, the first people; market research in a data-capture world
director of IIM-A, is known to have said, “We is different from the stone age way of asking
teach you how to learn so that you can learn consumers questions on what they did. And what
for the rest of your life.” Skills required for any is big about Big Data is the seamless 360-degree
job will change rapidly. So, being a lifelong capture from multiple sources. But one must know
learner and knowing how to apply the learning how to use it well for decision-making/problem-
across apparently unrelated contexts is the key. solving/designing new solutions.
Managers need to know where and why to use HR managers still have recruitment issues
and how to adapt the skills they have. But to do – how to get people who can work specific
so, they have to be conceptually grounded. aspects of technology and bring it to day-to-
Learning digital marketing does not make day business? The solution does not come from
any sense. What does is learning how to market narrowcasting the MBA as a polytechnic churning
to consumers who inhabit the digital (and the out the shortage skills of the day. It will come from
physical) world. Has the concept of branding thinking innovatively about organisation design,
changed because the world has gone digital or team compositions, open-source working and
is it merely the way brand building is occurring encouraging the new IIMs to not blindly ape their
that is different between the two worlds? What oldest siblings but to offer genuine MBA learning to
happens when consumers inhabit and transact in people with specialist skills – ‘manufacturing MBA’
multiple worlds? Is it an opportunity rather than with deep roots in new technologies or ‘analytics
a problem? What is the concept of brand loyalty MBA’ for use across sectors. It has begun to take root
or competition in the digital consumer world? in other countries.
Will they apply to the physical world? To build a The writer is an independent Management
consumer behaviour model for, say, automobiles Consultant and Visiting Faculty at IIM-Ahmedabad

New-age Companies
WINNING
ALGORITHM
Online giants, now regulars at B-school
campuses, are redefining the yardstick
for hunting talent.
By E. Kumar Sharma
Illustration by Raj Verma
New-age Companies
C
ALL THEM NEW-AGE companies
with established business models
or data- and technology–driven
platforms that have permeated our
daily life via smartphones. Either
way, these online giants — the ride-
hailing giant Uber, the ecommerce
PHOTOGRAPHS BY SHEKHAR GHOSH

behemoth Amazon, the fast-growing
hotel aggregator Oyo Rooms or the
home-grown ecommerce major
Flipkart — are important recruiters
on leading business school campuses.
The reason: they are finding talent
that they can use to put their fast-
growing companies on an even faster
track. For instance, these online and
related ventures absorbed nearly 10
per cent of the total batch at IIM-
Ahmedabad in the last final place-
"OUR SELECTION PROCESS
ments for 2018. This was up from HAS KEPT ABREAST WITH OUR
5- 6 per cent in the previous year.
And what they want from CHANGING NEEDS.
students is as diverse as their busi-
ness models. “The importance of ALL HIRING PANELS ON CAM-
exposure to data science, analytical
skills and problem solving are criti-
PUSES HAVE
cal in a company like Uber and have
become a baseline requirement for
CROSS-FUNCTIONAL LEADERS."
us,” says Vishpala Reddy, Regional
HR Director – APAC, Uber. In keep- Vishpala Reddy
ing with this, she says, “Our selec- Regional HR Director,
tion process has kept abreast of our APAC, Uber
changing needs where aptitude tests
are reflective of the skills we look
for. All hiring panels on campuses
comprise cross-functional leaders
to stress the importance of looking
beyond functional skills.” and operations, we look for candi-
dates who can work collaboratively
Beyond Functional Skills across functions, have a big picture
That apparently is with good reason, perspective and are aligned to the
for she believes that the ride-hailing mission of the company.” The com-
major “is a data-driven technology pany is making it a point to empha-
company” where people “work on sise this given its close engagement
cutting-edge technologies to build a with B-school campuses where it
service focused on products and solu- conducts case competitions, cam-
tions that enhance the experience of pus ambassador programmes and
riders, drivers and courier partners.” invests in “tech talks with visiting
“Therefore, in addition to func- Uber global leaders.”
tional skills like sales, marketing “As we strengthen our footprint

New-age Companies
in India, our focus on bringing the

best minds on board becomes more
important than ever before,” says
Reddy, pointing to the range of
campuses the company visits. “We
have a well-defined campus strategy
and recruit from IIM-Ahmedabad,
IIM-Bangalore, IIM-Calcutta, IIM-
Kozhikode, IIM-Lucknow, ISB, MDI
and XLRI. We revisit our list each
year depending on our needs.”
But then, its strategy is also
backed by pure technical expertise
that it hires from “several engineer-
ing colleges in the country.” The net
numbers are growing. Reddy, the
Hyderabad-born people’s person for
the company, says, “Campus recruit-
ment is an integral part of our talent More than Entrepreneurial
strategy and we are seeing almost 50 "COMPANIES SUCH AS “Companies such as Uber, Oyo
per cent growth in numbers year on
year linked to our growth plans in the
UBER, OYO ROOMS AND Rooms and Flipkart have recruited
in significant numbers from the
India-South Asia region.”
FLIPKART HAVE RECRUIT- campus,” says Kanwal Kapil, Dean,
Placements at MDI. They also hire
Deal With Ambiguity
The others are not too far behind.
ED IN SIGNIFICANT NUM- from other places. For instance, Oyo
Rooms talks about its civil engineers,
“Since the inception of our univer- BERS FROM THE CAMPUS" interior designers and AI scientists.
sity programme a few years ago, “These companies tend to look more
our hiring has grown at 40 per cent for people with an analytical bent of
CAGR,” says Deepti Varma, HR Kanwal Kapil mind and an entrepreneurial mind-
Director, India, Amazon. “We are Dean, Placements, set,” says Kanwal Kapil.
looking for self-starters who thrive in MDI Gurgoan Same was the case at other
a fast-paced and agile environment. leading business schools too. For
This means being able to deal with instance, Professor Amit Karna,
ambiguity, wearing many hats, be- Chairperson, Placements at IIM-A,
ing able to change direction quickly says apart from the growth in num-
and showing eagerness to learn new bers in consulting, another sector
things. We look for talented individu- infrastructure and expanding the se- which picked up more students
als who can become effective leaders lection offered by sellers. Since then, than last year was online and relat-
capable of leading large, complex our business in India has scaled up ed ventures, which absorbed nearly
organisations and exhibit strong significantly, necessitating the need 10 per cent of the total batch in the
judgment in decision making.” for adding more skill sets.” last final placements for 2018. This
The company’s requirements “We don’t think skills forward, was up from 5- 6 per cent.” This
have changed over time as it has we think customer backwards. was also the case with IIM Calcutta
grown and evolved in India. “In Hence, we hire programme man- (IIM-C), which says Uber, Ola,
the early days of Amazon.in, our agers, financial analysts, product Amazon and Flipkart were some of
hiring from management schools managers, marketing and category the major recruiters at its campus
across India was mainly for roles in managers, capacity planning special- in 2018.
operations as we were setting supply ists (among others) who show strong
chain and logistics and fulfilment cultural fit,” she says. @EKumarSharma

Column by
Atish Chattopadhyay
A Case for a Relook

The need of the hour is designing a curriculum for
students operating in industry 4.0.
A
ND THIS IS MY STORY TOO. A student in a dorm includes developments in previously disjointed
room, connecting one community at a time, and fields such as AI and machine learning, robotics,
keeping at it until one day we can connect the nanotechnology, 3D printing, and genetics and
whole world, said Facebook Co-founder Mark biotechnology, will cause widespread disruption not
Zuckerberg who dropped out of Harvard. Dell only to business models but also to labor markets over
founder and CEO, Michael Dell, managed to con- the next five years, with enormous change predicted
vince his parents and dropped out of the Univer- in the skill sets needed to thrive in the new landscape.”
sity of Texas, Austin, to pursue his business ideas. NASSCOM has also listed a set of new technology
Steve Jobs and Bill Gates also dropped out to start skills and job roles on a similar line. It means each
their iconic companies. All these stories have some service and job will need a new skill set every four-
common factors – a powerful vision, strong em- five years and new technology and business rules
pathy to bring a change in some aspects of human will force a student to change career five-six times
life and the spirit of innovation that leads to solu- in 30 years. Job losses will happen. Automation
tions with huge impact. will happen. The need of the hour is designing a
The B-school agenda must mull over this – curriculum for students operating in industry 4.0.
what is more important in life, getting into a school The focus must shift from an attractive pay
or graduating from it? Are we bringing value to package for a conventional operations management
B-school students? A very senior official from role to a role where one can contribute to a business
GMAC told me several companies often explored ecosystem, charting out innovative solutions to
whether they should recruit based on GMAT business problems. Going forward, an MBA student
scores alone. The winning B-schools of tomorrow will look at a business education that prepares him to
must sensitise their students to the challenges in understand a problem, analyse associated data and
life and society, and inspire them to come up with build an algorithm-driven model to find an innovative
innovative solutions to bring about an exponential solution, resulting in a high-impact outcome.
transformation over the traditional way of thinking Recently, I had multiple interactions with top
and doing. Maybe a drone-driven supply chain or a B-school deans and directors in the US and Europe
driverless autonomous vehicle run on solar energy. and gained interesting insights on curriculum reboot
Today’s jobs are no longer linear! and how they foresee the shape of business education
While comparing the top 10 global companies going forward. An interesting insight that struck me
in terms of market capitalisation over the last is that aspirants worldwide are increasingly giving
one decade, one would see the entry of new more value to globally accepted accreditations like
digital companies (Google, Apple, Amazon, AACSB or EQUIS compared to the job opportunities
Facebook) into this elite league. They have on graduation. Is this an outcome of the changing
grown exponentially on a platform momentum nature of careers? Is professional success increasingly
that redefines the dynamics of competition, getting integrated with the ability to keep pace
from competition between two companies to with global trends? Both business schools and
competition between their respective ecosystems. aspirants need to understand this reality and prepare
B-schools are facing the danger of being left out themselves for new challenges. Even the leading
in such Alibaba moments. The World Economic schools of our times will cease to be relevant if they do
Forum, in its recent report on The Future of Jobs, not gear up to address this new phenomenon.
states, “…the fourth industrial revolution, which The writer is Director, IFIM Business School

Debt
CREDIT WORTHY
Many management graduates from leading business schools begin their
careers burdened by debt, owing to the high fees they
had to pay. What is the way out?
By E. Kumar Sharma

L
IFE AFTER THE evanescent time
within the B-school campus can be
tough if there is a huge student loan to
clear. Sadly, this is the case with quite
a few students graduating from elite
business schools of India. One can
argue that a premier education would
not be easy on the purse. But then,
not all who graduate take off equally.
For example, the median salary at
IIM-Ahmedabad in 2018 was `18
A CLOSER
LOOK
Most student loans are
for `20-25 lakh.
Typically, 60% of the

students in a class
Debt
be identified, said, the concern was

not really regarding the repayment
ability but that the risk-taking ability
gets curtailed. “We tend to become
risk-averse (if there is a loan to repay),
which is one reason why we don’t want
to experiment. This is also the reason
why despite increase in student intake,
almost nobody goes into academics
or takes up a doctoral programme or
opts to become an artist or venture
lakh (fixed yearly cash component). would have a loan in deeply into the social sector or go on an
It means half the class got compensa- the region of `20-25 entrepreneurial journey, which may be
tion packages less than this amount. lakh to clear. a bigger loss,” the student says.
The fee at the institute is currently What is the way out? One option
The median salary for
`22 lakh (up by a couple of lakhs in could be a complete re-think on the fees
the top B-schools is
the last couple of years). About 60 per and its structure. Another way could be
around `20 lakh. This
cent of the students take loans of over to open up other areas of resource mo-
means 50% of the
`22 lakh. bilisation for the schools. The institute
students get a salary
One of the students who took of below `20 lakh.
itself can also intervene, which is what
such a loan says it is usually a 15-year Amit Karna, Chairperson-placements,
loan but students prefer to pay it in Reduction, if not a at IIM-Ahmedabad says his institute
3-10 years as there isn’t any pre- re-think, of the fee and has done over the past couple of years.
payment charge. The interest rates its structure, may be “There is a system wherein for students
are at MCLR (Marginal Cost of Funds an option. who are not able to afford the fees,
Based Lending Rate), which is the the institute pays the interest on the
lowest available rate in the market. B-schools need to bank loan until the completion of the
There’s also a six-month moratorium redefine the way aid- programme,” says Karna. That apart,
on repayment after the completion deserving students he says, in this same time period, the
of the course. So, for a loan of `22 are identified and the institute has “introduced an admission
lakh, the EMI is around `26,000 per extent to which they deferment policy for freshers (a small
month, but for those who want to re- are supported. percentage of them) to gain industry
pay in less than 10 years, the EMI can experience for up to two years before
be `36,000 or more. This can prove to joining the programme. Some students
be a burden if the monthly salary level have also opted for this.” The institute
(median level) is around `1.5 lakh. may underline work experience but to
The borrower also has to pay on some students, it could well be a chance
time as any delay will affect the credit to build a financial kitty before heading
score, and thus the future credit- to the classroom.
taking capacity. However, as one of
the students, who did not wish to @EKumarSharma

Job Creation
KEY,
NOT BULK,
JOB
CREATORS
Management graduates account for
a small percentage, 5-10%, of hires
for some big sectors, but more than double
that in terms of value.
By E. Kumar Sharma
Illustration by Ajay Thakuri

Job Creation
M
ANAGEMENT GRADUATES are important for any business,
which is one reason why they capture so much mindscape of
recruiters. But in terms of absolute numbers, they account for
a small share of total hiring by some of the economy’s largest
job creators. Consider the IT/ITES sector. “Out of around
40,000 people that we typically hire in a year, 95 per cent
would be engineers and the rest management graduates from
both premier and non-premier schools based on our need,”
says Krishnamurthy (Krish) Shankar, Group Head, Human
Resources, Infosys. At Infosys, just like at other big IT compa-
nies, management graduates are hired for functions such as
human resources, business consulting (typically from premier
“MANAGEMENT GRADUATES WOULD BE
MANAGEMENT BANDWIDTH”
Kishore Biyani
Founder & CEO, Future Group
PHOTOGRAPH BY RACHIT GOSWAMI
5-7 PER CENT OF THE TOTAL JOBS WE

CREATE IN A YEAR BUT THEN THEY ARE
IMPORTANT AS THEY BECOME PART OF
institutes), SAP and enterprise process consulting. Engineers

form a big chunk of new hires for a lot of other large job creat-
ing sectors too. But the most interesting part is that these job
creators depend on B-schools for a very small part of their and CEO of Future Group. “Every
total hiring. two to three years, we hire 500 to 600
Arvind K. Singhal, Chairman, Technopak, one of India’s management graduates; these are 5-7
leading management consulting firms, says bulk of job cre- per cent of the total jobs we create but
ation will happen in sectors that may not be hiring business then they are important as they come
school graduates in large numbers at all. Technopak’s focus into the management bandwidth,”
areas are Retail, Consumer Products & E-tailing, Fashion - says Biyani. This means while absolute
Textiles & Apparel, Food Services & Agriculture, and Educa- numbers of B-school graduates hired
tion. Singhal points out some industries based on his study may be lower, their share in terms of
of developments in these sectors. The retail industry, not just value (share in the total salary bill) is
organised retail but also mom & pop stores, continues to see higher.
growth, and his guesstimate is that it is adding 2.5-3 million The other sector that Singhal says
jobs every year. “Retail is the largest job creator because every is a major job creator is apparel manu-
manufacturing depends on consumption and retail,” says facturing whose growth is linked to
Kishore Biyani, a leading name in Indian retail and founder the growing demand in the domestic

Job Creation
cent of those professionals hired will

be management graduates,” says R.
Anandakrishnan, Senior Vice Presi-
dent, HR and IT at two-wheeler giant
TVS Motor Co. He says the company
looks for a range of professionals for
roles such as supervisors, area manag-
ers, sales and others. He says manage-
ment graduates are an important part
of their hiring strategy as they bring
PHOTOGRAPH BY VIVAN MEHRA management and techno-commercial
skills in areas of planning, marketing,
purchasing or sales. In services, we
“BULK OF JOB CREATION WILL HAPPEN IN SECTORS need more engineering graduates, he
says. Which is one reason why B-school
THAT MAY NOT BE HIRING BUSINESS SCHOOL graduates account for a higher share
GRADUATES IN LARGE NUMBERS AT ALL” of the salary bill. If they account for 10
per cent of the total professionals hired,
in terms of value or share in the total
Arvind K. Singhal salary bill, it will be around 20 per cent,
Chairman, Technopak says Anandakrishnan of TVS. Much,
he says, depends on the schools from
where they are hired. The bigger num-
bers, of course, are blue collar work-
ers and there it is hard to put a fixed
number since it is linked to industry
sector, which is a function of rise in population and incomes. growth trends. Each company has its
His estimate is that this sector is creating five lakh to one mil- own strategy. Some even outsource
lion new jobs every year. Then, in the food services sector, he these jobs.
says, “just the four players, Swiggy, Zomato, Uber Eats and “A manufacturing organisation will
Food Panda, are adding about 25,000 people per month, and have several technical roles in terms of
in the last 12 months they would have added 1,00,000 jobs.” quality, manufacturing, engineering.
Then there are domestic tourism jobs whose numbers he pegs So, in terms of the percentage of total
at five lakh to one million. The other sector adding jobs in people hired, the share of management
large numbers is road building but here most of the jobs are graduates will be small. In terms of
labour-oriented. freshers directly out of management in-
“For a construction company like ours, the share of man- stitutes, it will be less than 10 per cent,”
agement graduates will be small, as bulk of new hires will be says Ramesh K.B. Menon, Director HR
technical talent,” says K. Narayanrao, Group Head, HR at and Lead Director, Diversified Business
NCC Ltd. “Out of the around 1,000 people who join us every Group, Murugappa. But then, there
year, the share of technical talent — engineers (post graduates are several components, as we also hire
and graduates) — will be about 65 per cent. The rest would be laterally, though we always give prefer-
non-technical, which would include people with HR, admin- ence to our own talent, says Ramesh
istration and finance backgrounds. The share of management K.B. Menon, Director-HR and Lead
graduates taking up non-technical managerial roles would be Director, Diversified Business Group,
about 10 per cent,” he says. Murugappa. Also, he says, the range of
Other than construction/infrastructure, another impor- people hired is quite varied since the
tant sector that hires a lot of professionals is automotive. Here group is present in a range of sectors
again, business graduates form a small percentage and are from financial services to plantation.
hired for specific purposes. “This is an engineering indus-
try. So, most hires will be from engineering. About 10 per @EKumarSharma

Tech & The School
PHOTOGRAPH BY DANESH JASSAWALA

tion Officer (CIO) in three multinationals
before his plunge into academics.
Students learn about what the new tech-
nologies are all about and how it can make
a difference when taken to scale in the real
world, explains Vaidya. For instance, they get
to design and develop a small IoT (internet
of things) device, send the data to cloud and
bring it down and see how data can be col-
lected and analysed. “We let them do it so they
B-SCHOOLS
know where IoT comes into play in the real
world,” he says. Similarly, for robotics process
automation, the students get to see how a bot
is developed. All of this is done without writ-
ing the programme because that is not their
GO TECH
job. The purpose of the courses is to under-
stand the impact a technology can have and to
impart experiential learning.
How are such courses developed and
designed? “There are tools and components
available today and they (students) could use
In sync with industry demand, business schools these or have it outsourced because we do not
want to produce code writers or engineers but
are ofering electives to give students a feel of those who appreciate the sense of how these
some new technologies they may work with. technologies can impact,” says Vaidya. He nar-
rates the case of one of his students from last
year who, during the internship, built a block-
By E. Kumar Sharma
chain with the help of an outsourced party as
he was able to give the specifications.
That seems the way ahead for many
F
other business schools as well. When Busi-
ness Today asked IIM-Ahmedabad’s director
Errol D’Souza about a situation in which
OR THE PAST two years, Professor Anil Vish- companies could be dividing their hiring
nu Vaidya, Area Head – Information Manage- kitty originally meant for business schools to
ment, at S.P. Jain Institute of Management now hire some specialists laterally, he said:
and Research (SPJIMR), has been teaching “The only way to address it is to have more
his students an elective called ‘Reinventing specialised elective courses. For instance,
Business With IoT, AI and ML’. Starting this we have courses looking at design thinking,
year, he will also teach an elective on ‘Machine blockchain, Artificial Intelligence (AI)... Take
Learning With Neural Networks’. But what for instance, developments in blockchain
does a business manager have to do with these or cryptocurrency. We have people who are
areas, which seem more within the realms looking at how the technology can be used.”
of an engineer? “There is a big difference be- However, he adds that all of this is not going
tween what engineering schools do and what to be easy because what a corporate wants
we do. In this entire process, we don’t do cod- is someone to come in and immediately
ing or write any programme but without that, perform on the job. “That is going to be a
they get experience with some of these latest challenge for us always.”
technologies,” says Vaidya. He should know
considering that he has been a Chief Informa- @EKumarSharma

POOLED RESOURCES
More conglomerates are tapping leading business
schools to build their corporate leadership
development programmes, and groom young talent.
By E. Kumar Sharma / Photograph by Rachit Goswami
Talent

year in the whole of Siemens in
India, of which 25-30 are from
business schools. Five years ago,
Talent we hardly recruited anybody from
business schools,” says S. Ramesh
Shankar, Executive Vice President
and Head of HR, Siemens India.
As part of Siemens’ hiring
structure, “we have three global
programmes – CFO and CEO
excellence programmes apart from
the Siemens graduate programme.
For these we recruit globally from
top 25-30 business schools around
the world. In India, we recruit from
IIM-B, IIM-A, IIM-C and ISB,”
says Shankar, adding that this is a
global recruitment process and the
same everywhere. “Roughly 5-10
people would be selected from India
for these and they go into the global
pool. For the remaining 25 or so, we
go to the other leading schools such
as XLRI, SPJIMR, MDI, NMIMS
and others from among the top 20
schools, to recruit management
“WE RECRUIT ALMOST
ITESH KHANDELWAL was just 27
trainees. We take them first as
summer interns and if it works, they
2,000 EVERY YEAR… IN
when he joined Siemens as a senior as- would be hired,” says Shankar. INDIA, OF WHICH 25-30
sociate. In just two years, he was made This model of hiring, he
the finance head of a major business says, is ideal for picking people ARE FROM B-SCHOOLS.
segment of the company, and in 2016, for leadership roles rather than
he became the CFO, Mobility Business, for specific domain expertise, FIVE YEARS AGO, WE
a key business area for the company
which contributes 10-12 per cent of the
though the company also looks for
functional leadership for roles that
HARDLY RECRUITED ANY-
total Siemens revenues in India and is
involved in some high profile projects
do need some domain expertise.
India, he says, is an important
BODY FROM B-SCHOOLS”
such as state-owned metro networks geography for Siemens and among
and railways. the top four major contributing S. Ramesh Shankar
A major factor that fast-tracked countries (apart from the US, Executive Vice President and
Khandelwal’s career was his induction Germany and China) among the Head-HR, Siemens India
in the Siemens finance excellence 180 countries it operates.
programme – a talent pool within the The RPG Group has been
company to groom potential CFOs. running its Group Management
Khandelwal was taken in from the Resources (GMR) programme for
University of Chicago, where he did over a decade now, and has ramped world and with people (teams),” he
his MBA. Palpably excited at the up hiring under this over the past says. This talent pool and hiring under
boost the programme has given to three years. What earlier used to be it has gained importance within the
his career, he says, “It is a structured a pool of talent largely hired from group, and those with prior experience
programme and there is focused career B-schools now also includes high- get fast-tracked career growth and
development with high visibility with ranking chartered accountants leadership roles.
the top management, who evaluate and promising legal graduates. The hiring under the GMR
the performance closely and also give S. Venkatesh, President – Group programmes is only from the top
career advice.” HR, RPG Enterprises, says the half-a-dozen business schools in the
The company has increased aim is to hire tomorrow’s leaders. country, and the numbers of recruits
business school campus recruitment. “We look for people with EQ, and is growing. “Last year, we hired 75.
“We recruit almost 2,000 people every their ability to connect with the real This year we are trying to hire more,

“LAST YEAR, WE HIRED 75 are looking for more variety and
challenges,” he says. But that doesn’t
(FROM BUSINESS SCHOOLS). mean that in an era of specialists there
is no market for generalists. “You need
THIS YEAR WE ARE TRYING TO specialisation but the nature of that has
also changed. For instance, you need
HIRE MORE, COULD BE 90-100” marketing people with (knowledge)
of analytics, finance and technology.
So, the specialisation is less siloed than
S. Venkatesh earlier because traditional functional
President – Group HR, boundaries are blurring. Also, along
RPG Enterprises
with this, you need people who can
connect the dots. Companies will need
people who can strategise and are also
digital natives,” says Banerjee. Then,
there is also the argument that this
may be the way conglomerates are
competing for talent with consulting
could be 90-100,” says Venkatesh. field facility in Chennai. companies, which offer more variety.
The increase in numbers also has to Ranjan Banerjee, Dean of SPJIMR The reasons can be manifold but
do with the need to expand the talent (S.P. Jain Institute of Management the common thread is that companies
pipeline and growth in business. For and Research), Mumbai, sees are following a more focussed approach
example, Ceat Tyres, an RPG Group conglomerates increasing their hiring to grooming young recruits for future
company, has a new plant in Nagpur under various leadership programmes. leadership roles.
and in Ambernath near Mumbai, and “As businesses have diversified, we also
is in the process of setting up a green have a situation where young managers @EKumarSharma
Supply vs Demand
PERFORM
OR PERISH
Look beyond the high performers and it is a do-or-die world
for many business schools, where supply of seats is overtaking
demand. For their students, the attraction of an MBA may be fading.
By E. Kumar Sharma
T
HE NUMBERS ARE disturbing. There B-school 2018 ranking), finds the AICTE
are roughly 400,000 management seats statistics indicative of the problem. “Clear-
available in India (Post-graduate Diploma ly, there is greater supply than demand,” he
in Management, or PGDM, and Master in says. Though he points out that LIBA has
Business Administration, or MBA) across been able to retain its 100 per cent place-
over 3,000 institutes approved by the All ment record, he doubts if all B-schools
India Council for Technical Education have been able to achieve that. According
(AICTE). If unapproved institutes are to him, one of the reasons is proliferation
included, the number could be around of the Indian Institutes of Management
4,000. Of those approved, only 55-60 per (IIMs). Another reason, says Christie, is
cent seats are getting filled. the changing needs of the industry. “If stu-
So, it was with good reason that IIM- dents don’t get the jobs that the industry
Ahmedabad director Errol D’Souza talked has, then schools are not able to attract
of how disruptions led by technological students or suitable faculty. The quality of
transformations were affecting manage- programmes suffers and recruiters look
ment institutes, at a recent meeting in Hy- elsewhere for talent,” says Christie.
derabad. “Business schools are responding While the average salary offered at the
to the change in different ways. Some are Chennai-based B-school has increased to
merging, others are going only for distance over `9 lakh, the institute itself has slipped
learning programmes... The schools that in ranking. “We used to be among the top
are at the bottom of the heap are finding it 10 a decade ago. Our goal now is to return
difficult to survive,” says D’Souza. to at least the top 10-15 institutes in the
P. Maria Joseph Christie S.J., director country in the next five years,” says Christie.
of Loyola Institute of Business Admin- To this end, the institute plans to increase
istration (LIBA; 49 in Business Today’s its faculty (its current strength is 20 for 120

students); and revise the curriculum and did not invest in it much. “Today, what we
make it more skill-based. It is also tying up gather from the numbers, roughly 100-150
with industry players. Tata Consultancy institutes (technical and management) are
Services (TCS), for example, is helping shutting down every year. This has been
the institute design its business analytics happening for the past three to four years,”
course. The school is also in the process of says Singh.
seeking international accreditations. Students who were not able to get jobs
Others feel that institutes need to that justified the return on investment are
position themselves better. S.P. Singh, who opting out. Interest also dimmed when
has been teaching marketing and strat- the jobs being offered were no different
egy for many years, and has headed six to from what was being offered to students
seven institutes in the past, including ITS of other courses. The bulk of institutes in
PHOTOGRAPH BY SHEKHAR GHOSH
Institute of Management, Greater Noida, India are dealing with this problem. In the
says management education in the country 2016-17 academic year, while the intake
has undergone many changes, witnessing capacity of approved PGDM courses was
periods of growth and de-growth. “Till 76,129, only 41,394 students enrolled.
2010, there was a trend towards increase in This means almost 45 per cent seats were
technical (read engineering) and man- lying empty. The same holds true for MBA
agement institutes across the country. courses. With nearly 185,000 of more than
But after that there has been a period of 334,000 seats availed by students, 45 per
decline,” he says. One of the reasons is that cent of the capacity was left unused.
some institutes were run by people who If B-schools fail to shape up and re-de-
did not understand management educa- sign courses to be more relevant, students
tion and “played the role more as business and recruiters will both drift away.
promoters”, says Singh. But they did not
appreciate the value of brand building and @EKumarSharma
Column by
Abhishek Agrawal
Time for Reality Check

A dual-examination system may lead to standardisation
in PG management courses.
I
NDIA IS A DIVERSE COUNTRY, and this is true for or evaluation. Al there is a Model Curriculum for
MBA education as well. With about 5,000 MBA/ Management Programme prescribed by the AICTE,
PGDM programmes across the country, the gap in it is merely suggestive. Most of the institutes
quality of education between the top institutes and autonomously decide admission processes while
those at the bottom is increasing. Top institutes evaluation criteria, often look weak and shaky –
(such as the old IIMs and ISB) have consistently highly influenced by commercial goals of filling
done well on reputed global and Indian rankings, up all the seats. Nearly all students get PGDMs
and the competition to get that coveted seat in such whether they have learnt the management concepts
institutes is increasing. But the institutes at the or not, as both examination and evaluation
bottom are not even able to fill up their seats (some processes are practically controlled at the institute
could fill up less than 10 per cent of the seats ap- level in most cases.
proved by the regulator). Many of the institutes have In such a scenario, outcome-based quality control
either shut down or applied for closure. could be a good solution. The government could
As per the All India Council for Technical play a critical role in the evaluation and awarding of
Education (AICTE), more than 50 per cent of the degree/diploma through a standardised, national-
students in the approved colleges could not get level qualifying examination. Under this approach,
campus placements. A 2016 survey by ASSOCHAM there have to be standards for PG management
revealed that “only 7 per cent of MBA graduates from education and examination (it could be on the lines
Indian business schools, excluding those from the top of the National Board of Examinations).
20 B-schools, get a job straight after completing their For the innovative and progressive institutes
course”. The scenario has not changed since then. to be aptly rewarded, the entire system may have
While an MBA degree was almost a sure shot for dual examinations – one on the mandatory courses
a successful career in the 1990s and early 2000s after by a national board and another on the electives by
economic liberalisation, the situation has become the institute. A minimum score on the mandatory
worse. It is a harsh reality that even after spending two courses will be required to get a diploma. Scoring on
crucial years of their life and investing several lakhs as the separate examination held by the institute may
course fees, most of the successful students do not get serve as the additional achievement of a candidate.
matching salaries. In fact, with more than two lakh This system will instil a serious approach
management graduates being churned out by this towards management education among the
education system every year, the situation would students as well as the institutes. By such
become irreversible if some concrete steps are not standardisation, at least one can be sure of a
taken by the government. minimum quality of the successful students as
It is widely accepted that MBA degrees or they go through a graded marking system. It will
PGDMs have no value of their own. It is the name of also bring back the much-needed confidence in
the degree/diploma-awarding institute that matters. management education system and greatly serve
While many factors have contributed to the dilution corporates, businesses and institutes.
of management education in India, one critical (For simplicity, MBA and PGDM have been used
aspect still lacks attention. interchangeably. Similarly, programmes and courses
Currently, there is no standardisation of PG have been used interchangeably)
management courses – be it admission, curriculum The writer is Executive Director, MDRA

Interview/Ashish Nanda
ƅ TIME TO RELY MORE

ON EXPERIENTIAL
LEARNING Ɔ
PHOTOGRAPH BY SHAILESH RAVAL

P
ROFESSOR ASHISH NANDA is a faculty member at
Harvard Business School where he had joined the Strategy
Unit as Senior Lecturer in 2017. From 2013 to 2017, he
was Director of Indian Institute of Management, Ahmed-
abad. He currently chairs the Strategy Teaching Group
in the MBA Required Curriculum. Nanda, in an e-mail
interview with Business Today’s E. Kumar Sharma, says
that to prepare their graduates for tomorrow’s world,
management schools must ensure that their students un-
derstand and appreciate the opportunities, challenges and
nuances of technology and entrepreneurship. Traditional
Interview/Ashish Nanda
“THROUGH THEIR EDUCATIONAL

PROGRAMMES, SCHOOLS MUST
ENCOURAGE STUDENTS TO BE DECISION-
ORIENTED, RESPONSIVE TO EXTERNAL
ENVIRONMENT, AND WILLING TO CHANGE
IF CIRCUMSTANCES SO DEMAND”
equations, eliminating bias and a workforce that prefers a

methods of classroom teaching, whether lectures or case flexi work scenario.
discussions, he says, are not terribly effective in these two Human capital is an increasingly critical contributor to
areas. Management schools must, therefore, in his view, enterprises, labour market mobility is increasing, and the
“rely more than before on projects, experiential learning younger generation is seeking meaning in the work it does.
and internships.” Edited excerpts follow: All these trends suggest that purpose-driven organisations
with thick cultures anchored in strong values led by com-
Q. Management education today, some would argue, mitted leaders will differentiate themselves and outper-
is good at producing business leaders for estab- form others on the basis of these “soft” assets.
lished and mature sectors and not quite for some of
the new-age businesses where the line between a How can schools provide that edge for a student to
product and a service is blurred. In the light of this, be better ready for the VUCA world that some call
how should management education change? the new normal today?
A. For the last few years, management school graduates Through their educational programmes, schools must
globally have been gravitating towards two intersecting encourage students to be decision oriented, responsive
sectors: technology and entrepreneurship. Both have to external environment, and willing to change if
relatively greater risk profile than some of the established, circumstances so demand.
mature sectors such as fast moving consumer goods and
finance. But they offer significantly greater value genera- As Indian companies go global, managers have to in-
tion opportunities as well. Business momentum is also creasingly operate in different cultures... and what’s
increasingly influenced by these two sectors. To prepare acceptable in one isn’t well received in another. How
their graduates for tomorrow’s world, management can management education address this challenge?
schools must ensure that their students understand and Understanding how different parts of the global economy
appreciate the opportunities, challenges and nuances of interrelate and interact affords students the capability to
technology and entrepreneurship. Traditional methods of succeed across borders. Exposure to different ways of or-
classroom teaching, whether lectures or case discussions, ganising and operating builds an appreciation of diversity.
are not terribly effective in these two sectors. Management Therefore, if students experience management education
schools must rely more than before on projects, experien- that builds breadth of perspective, then as managers they
tial learning and internships. are likely to succeed in varied contexts.
As the nature of work is changing, so is the company’s
structure. There is a need to look at gender economics and @EKumarSharma

Methodology
HOW WE DID IT
BT-MDRA Best B-School Ranking 2018
A
S IN PREVIOUS YEARS, we partnered with
leading market research firm Marketing &
Development Research Associates (MDRA)
Parameter Weights
to conduct a ranking of India’s business Placement Selection Process,
schools. A comprehensive list of B-schools Performance Governance &
offering full time management courses 250 Establishment
150
(PGDM/MBA), established at least five
years ago with minimum three passed-out
batches, was updated.
The objective questionnaire was fine-
tuned to obtain the latest and most relevant
information from the institutes on each
parameter or sub-parameter and was put
on websites of MDRA and Business Today.
More than 2,300 B-schools that met the
qualification criteria were informed and
requested to participate in the objective
survey, through emails, telephonic calls and
advertisements in the magazine, within the Future Learning
mentioned deadline. Orientation Experience
In all, 305 institutes across the country 200 Living 250
submitted their objective data within the Experience
150
timeline and were considered for ranking.
Two institutes that did not fulfil the criteria
were excluded from the final ranking table.
In the first stage, after receiving the
objective data, all details provided by the that came up during the physical audits
B-schools were carefully examined through were corrected in the final objective data.
information and database available with Scores on the five evaluation parameters
MDRA. At the second stage, physical were then summed up to get the total
verification and audit of participating objective score of each institute.
B-schools was conducted by MDRA Like last year, MDRA has collected and
researchers to scrutinise the data submitted. evaluated B-schools based on current year
The researchers visited as many as 60 data to give stakeholders a more realistic,
B-schools to verify the authenticity of the updated and accurate information about
data provided by the institutes. During B-schools. The final ranks were assigned
the past five years, MDRA research team based only on the B-schools’ objective data
has visited more than 400 campuses for after various levels of cross-checks and
verification of information. data validation through multiple sources
The research team cross checked the such as institutes’ past data, colleges’
given data with the original documents and websites, government data, international
available infrastructure. Some irregularities accreditation bodies, etc.

OVERALL
RANKING-2018
The B-school survey
throws up new winners
Illustrations by Raj Verma
2018 2017 STATE ZONE GOVT/

INSTITUTE PVT
1 1 Indian Institute of Management, Ahmedabad Gujarat West G

2 2 Indian Institute of Management, Calcutta West Bengal East G
3 NP Indian Institute of Management, Bangalore Karnataka South G
4 3 XLRI, Jamshedpur Jharkhand East P
5 5 Management Development Institute, Gurugram Haryana North P
6 4 S.P. Jain Institute of Management & Research, Mumbai Maharashtra West P
7 7 Indian Institute of Management, Indore Madhya Pradesh West G
8 8 Indian Institute of Management, Kozhikode Kerala South G
9 6 Faculty of Management Studies, University of Delhi Delhi North G
10 9 Indian Institute of Foreign Trade, New Delhi Delhi North G
11 11 SVKM's NMIMS, School of Business Management, Mumbai Maharashtra West P
12 10 Institute of Management Technology, Ghaziabad Uttar Pradesh North P
13 12 International Management Institute, New Delhi Delhi North P
14 15 Indian Institute of Management, Shillong Meghalaya East G
15 14 Great Lakes Institute of Management, Chennai Tamil Nadu South P
Ranking is based on objective data only. Only those B-schools which submitted their objective data have been ranked. Institutes like IIM-L, ISB
fulfilled the below criteria were considered eligible for participation in ranking: i) Minimum three batches passed out; ii) Offering full-time postgradu-
parameter-wise score. NP: Not participated

OVERALL
LEARNING LIVING PLACEMENT SELECTION FUTURE
SCORE EXPERIENCE (250) EXPERIENCE (150) PERFORMANCE (250) PROCESS (150) ORIENTATION (200)
1,000 SCORE RANK SCORE RANK SCORE RANK SCORE RANK SCORE RANK
878.1 216.5 1 138.4 1 220.8 1 134.3 1 168.1 4

874.1 212.5 2 134.6 6 214.1 3 131.5 2 181.4 1
860.8 212.1 3 137.1 4 213.6 4 129.4 3 168.6 3
838.8 191.4 10 138.2 2 207.3 5 120.7 5 181.2 2
809 197.7 7 134.7 5 204.2 7 120 7 152.4 6
807.9 199.8 4 125.1 18 202.2 9 120.3 6 160.5 5
784.7 199.4 5 137.5 3 195.1 15 119.8 8 132.9 16
783.9 187.2 16 132.7 7 200.1 10 127.2 4 136.7 12
772.3 189.2 13 120.5 33 217.3 2 118.9 10 126.4 29
769.4 185.8 17 119.4 39 204.1 8 118.6 11 141.5 8
746.7 174.7 46 126.4 14 192.5 17 117.4 13 135.7 13
744.6 189.6 11 125.2 17 185.7 24 110.6 20 133.5 15
740.9 195.6 8 117.8 47 178 39 118.6 11 130.9 17
737.7 176.3 29 128.1 12 194.4 16 119 9 119.9 46
737.3 182.3 24 124.2 20 183 30 106.4 37 141.4 9
Hyderabad, etc., which did not submit their objective data on time or refused to participate, have not been ranked. Only those colleges which
ate programme in management. All scores have been rounded off to one decimal place; this may result in rounding off errors while adding the

OVERALL
INDIA’S BEST B-SCHOOLS RANKING-2018
2018 2017 GOVT/
INSTITUTE STATE ZONE PVT
16 19 Indian Institute of Management, Tiruchirappalli Tamil Nadu South G

16 22 Shailesh J. Mehta School of Management, IIT Bombay Maharashtra West G
18 18 Symbiosis Institute of Business Management, Pune Maharashtra West P
19 17 T. A. Pai Management Institute, Manipal Karnataka South P
20 20 Department of Management Studies, IIT Delhi Delhi North G
20 16 Vinod Gupta School of Management, IIT Kharagpur West Bengal East G
22 NP Xavier Institute of Management, Bhubaneswar Odisha East P
23 24 Jamnalal Bajaj Institute of Management Studies, Mumbai Maharashtra West G
24 20 Symbiosis Centre for Mgmt & HR Development, Pune Maharashtra West P
25 28 Indian Institute of Management, Udaipur Rajasthan North G
26 25 K.J. Somaiya Institute of Management Studies and Research, Mumbai Maharashtra West P
27 23 Birla Institute of Management Technology, Greater Noida Uttar Pradesh North P
28 48 IFIM Business School, Bengaluru Karnataka South P
29 NP SVKM's Narsee Monjee Institute of Management Studies, Bengaluru Karnataka South P
30 26 Lal Bahadur Shastri Institute of Management, Delhi Delhi North P
31 27 Goa Institute of Management, Sanquelim Goa West P
32 34 Indian Institute of Management, Kashipur Uttarakhand North G
33 32 Institute of Rural Management, Anand Gujarat West P
34 30 Prin. L.N. Welingkar Institute of Mgmt Devt. & Research, Mumbai Maharashtra West P
35 33 Bharathidasan Institute of Management, Tiruchirapalli Tamil Nadu South P
36 NP Indian Institute of Management, Rohtak Haryana North G
37 31 Institute of Management, Nirma University, Ahmedabad Gujarat West P
38 35 Department of Management Studies, IIT Madras Tamil Nadu South G
39 29 ICFAI Business School, Hyderabad Telangana South P
40 NP Indian Institute of Management, Raipur Chhattisgarh East G
41 39 Rajagiri Centre For Business Studies, Kochi Kerala South P
41 36 National Institute of Agricultural Extension Management, Hyderabad Telangana South G
43 NP Department of Management Studies, IIT Roorkee Uttarakhand North G
44 38 Sydenham Institute of Mgmt Studies, Research & Entre. Edu., Mumbai Maharashtra West G
45 40 Asia Pacific Institute of Management, New Delhi Delhi North P
46 NP Dept of Com, Faculty of Commerce and Business, DSE, DU, New Delhi Delhi North G
47 37 Dept of Management Studies, NIT, Tiruchippalli Tamil Nadu South G
DEPARTMENT OF Ranking is based on objective data only. Only those B-schools which
20
submitted their objective data have been ranked. Institutes like IIM-L, ISB
MANGEMENT STUDIES, Hyderabad, etc., which did not submit their objective data on time or
IIT DELHI refused to participate, have not been ranked. Only those colleges which
fulfilled the below criteria were considered eligible for participation in
ranking: i) Minimum three batches passed out; ii) Offering full-time
Ranked ninth in Learning
postgraduate programme in management. All scores have been rounded
Experience off to one decimal place; this may result in rounding off errors while
adding the parameter-wise score. NP: Not participated
OVERALL
737.2 175.6 38 117.9 46 199.7 11 116.8 14 127.2 26

737.2 184.2 20 130.8 9 196 13 109.1 26 117.1 58
737 187.5 15 117.4 50 191.1 19 101.3 49 139.7 11
736.3 176.2 32 124.9 19 179.2 36 108.1 32 147.9 7
736 195.4 9 123.8 21 191.4 18 105.8 38 119.6 47
736 178.5 25 126.9 13 197.7 12 112.2 17 120.7 43
733.5 182.4 23 126 15 186.6 23 111 19 127.5 25
719.5 184.3 19 102.1 154 205.6 6 110 21 117.5 54
719.4 175.2 41 112.6 70 186.9 22 115.5 16 129.2 21
716.2 174.7 46 119 42 184.5 28 109.2 25 128.8 22
715.6 184.1 21 123.1 25 175.5 42 109.8 23 123.1 39
714.9 185.2 18 121.4 31 177.8 41 109 27 121.5 41
714.7 188.3 14 123.5 24 174.8 43 97.2 68 130.9 17
713.2 173.6 55 116.2 54 181.2 33 102.2 48 140 10
706.7 176.1 34 113.1 68 180 35 108.8 28 128.7 23
706.2 173.7 54 117.8 47 180.1 34 104.4 41 130.2 19
702.3 173.8 53 104.5 130 195.7 14 111.9 18 116.4 62
695.3 171.5 62 128.4 11 170.2 44 108.6 31 116.6 60
692.9 189.5 12 94.9 196 165 49 108.7 30 134.8 14
692.2 174.6 50 116.3 52 185 26 108.8 28 107.5 96
691.9 172.3 60 110 86 181.6 31 102.7 46 125.3 34
691.3 174.7 48 118.8 44 160 53 109.4 24 128.4 24
691.2 170.9 63 123 26 190.4 20 92.3 85 114.6 71
690.7 183.6 22 125.7 16 144.8 69 116.6 15 120 45
690.1 174.9 42 107.2 106 185 26 97.3 67 125.7 32
690 173.3 57 112 73 179 38 100.8 52 124.9 38
690 198.6 6 123.8 21 181.3 32 100.1 55 86.2 174
689.7 174.8 44 120.8 32 177.9 40 99 61 117.2 57
682 174.8 44 96.5 188 185.3 25 99.3 58 126.1 30
672.9 176.3 29 104.3 137 189.6 21 87.4 115 115.3 66
672.1 170.2 64 111.6 77 184.3 29 103.4 44 102.6 114
671.3 164 93 132.4 8 179.1 37 109.9 22 85.9 177
OVERALL
2018 2017 GOVT/
48 43 Amity Business School, Amity University, Noida Uttar Pradesh North P

49 44 Loyola Institute of Business Administration, Chennai Tamil Nadu South P
50 46 PSG Institute of Management, Coimbatore Tamil Nadu South P
51 47 Balaji Institute of Modern Management, Pune Maharashtra West P
52 41 AIMS School of Business, Bengaluru Karnataka South P
53 56 Institute of Public Enterprise, Hyderabad Telangana South G
54 53 SIES College of Management Studies, Navi Mumbai Maharashtra West P
55 55 School of Management, KIIT University, Bhubaneswar Odisha East P
56 57 IILM Institute for Business and Management, Gurugram Haryana North P
57 45 Institute of Management, Christ University, Bengaluru Karnataka South P
58 49 Institute for Technology and Management, Navi Mumbai Maharashtra West P
59 59 Institute of Management Technology, Nagpur Maharashtra West P
60 66 Prin. L.N. Welingkar Institute of Mgmt Dev. Research, Bengaluru Karnataka South P
60 58 Indian Institute of Forest Management, Bhopal Madhya Pradesh West G
62 51 SCMS Cochin School of Business, Kochi Kerala South P
63 54 Gitam Institute of Management, Vishakhapatnam Andhra Pradesh South P
64 62 Shri Dharmasthala Manjunatheshwara Institute for Mgmt Dev., Mysuru Karnataka South P
65 69 School of Management Studies, MNNIT, Allahabad Uttar Pradesh North G
66 63 Indus Business Academy, Bangalore Karnataka South P
67 NP Symbiosis Institute of International Business, Pune Maharashtra West P
68 NP IILM Institute for Higher Education, New Delhi Delhi North P
69 NP Indian Inst. of Social Welfare and Business Mgmt, Kolkata West Bengal East G
70 64 Jagan Institute of Management Studies, New Delhi Delhi North P
71 61 Prestige Institute of Management and Research, Indore Madhya Pradesh West P
72 65 Jaipuria Institute of Management, Lucknow Uttar Pradesh North P
73 68 Institute of Management Studies, Ghaziabad Uttar Pradesh North P
74 72 Pune Institute of Business Management, Pune Maharashtra West P
75 74 Fortune Institute of International Business, New Delhi Delhi North P
76 77 Symbiosis Institute of Telecom Management, Pune Maharashtra West P
77 73 Vaikunth Mehta National Inst. of Coop. Management, Pune Maharashtra West G
78 70 Chitkara Business School, Rajpura Punjab North P
79 79 International Management Institute, Bhubaneswar Odisha East P
80 83 School of Management Studies, NIT, Calicut Kerala South G
81 80 Department of Management Studies, IIT (ISM), Dhanbad Jharkhand East G
82 75 PCTE, Ludhiana Punjab North P
83 85 Jaipuria Institute of Management, Noida Uttar Pradesh North P
84 81 N.L. Dalmia Institute of Management Studies and Research, Mumbai Maharashtra West P

OVERALL
669 172.1 61 119.7 36 153.4 57 98.6 62 125.2 36

665.1 168.3 76 111.4 78 166.5 47 102.7 46 116.2 63
664.4 167.6 79 108.4 95 163.6 50 99.7 57 125.1 37
663.2 162.1 104 122.9 28 165.9 48 106.9 35 105.4 106
653.8 177.3 26 117.8 47 161.4 52 86.2 123 111.1 81
651.9 175.8 36 110.2 85 149.7 61 100.1 55 116.1 64
650.4 176.2 32 98.8 174 158.8 54 99.2 60 117.4 55
649.7 169.3 69 122.9 28 150.4 60 91.6 92 115.5 65
649.6 176.3 29 111.8 75 144.3 74 90.2 99 127 27
647.4 166.5 84 111.3 79 146.3 66 96.7 70 126.6 28
647.3 175.9 35 111.9 74 144 75 104.5 40 111 82
646.9 165.2 88 123.6 23 149.1 64 96.4 71 112.6 76
645.9 168.4 73 111.7 76 141.4 83 94.6 79 129.8 20
645.9 169.6 67 129.3 10 169.8 45 101 50 76.2 201
642.8 177 27 120.2 34 139.4 90 86.9 118 119.3 49
642.7 174.9 42 114.2 64 133.2 106 103.8 43 116.6 60
640.1 161.8 106 105.5 122 144.6 71 102.9 45 125.3 34
639 174 52 123 26 140 88 89.4 103 112.6 76
638.1 174.5 51 108.7 94 153.7 56 87.1 116 114.1 73
636.5 175.3 39 110.4 84 144.4 73 91.9 89 114.5 72
634.3 173.2 58 99.1 172 142.4 81 94 81 125.6 33
633.4 176.7 28 99.6 170 142.9 80 97.1 69 117.1 58
632.6 175.7 37 88 232 145.4 67 104 42 119.5 48
632.3 166 86 100.9 159 140.6 86 104.6 39 120.2 44
627.2 166.7 82 106.4 115 131.4 116 100.9 51 121.8 40
625.8 168.1 77 101 157 143.3 79 106.6 36 106.8 100
624.3 175.3 39 97.8 178 141.4 83 83.8 143 126 31
621.2 166.6 83 87.7 233 149.4 62 96 72 121.5 41
620.7 140.7 181 108.3 96 167.2 46 91.9 89 112.6 76
615.3 169 71 112.1 72 143.9 76 100.6 53 89.7 167
615.1 172.4 59 97.2 184 154.6 55 76 220 114.9 68
611 169.8 66 116.3 52 143.6 77 85.1 133 96.2 141
609.7 157.3 119 119 42 134.6 102 92.2 86 106.6 102
609.3 157.2 120 120.1 35 123.5 145 95.3 75 113.2 75
606.9 168.4 73 102.5 151 135.9 95 82.3 160 117.8 52
605.6 163.6 98 89.9 221 144.8 69 89.6 101 117.7 53
603.7 174.7 48 91.9 212 149.2 63 107.2 33 80.7 186

OVERALL
2018 2017 GOVT/
85 91 International School of Business & Media, Pune Maharashtra West P

86 NP Gitam School of International Business, Vishakhapatnam Andhra Pradesh South P
87 92 Institute of Management Technology, Hyderabad Telangana South P
88 97 Universal Business School, Karjat Maharashtra West P
89 88 Balaji Institute of Management and HR Development, Pune Maharashtra West P
90 82 Bharati Vidyapeeth Institute of Mgmt & Research, New Delhi Delhi North P
91 96 Jaipuria Institute of Management, Jaipur Rajasthan North P
92 87 School of Management, Manipal University Karnataka South P
93 86 G.L. Bajaj Institute of Management and Research, Greater Noida Uttar Pradesh North P
94 NP School of Management, Pondicherry University Puducherry South G
95 84 School of Mgmt, Hindustan Institute of Tech.and Science, Chennai Tamil Nadu South P
96 NP Institute of Rural Management, Jaipur Rajasthan North P
97 94 Kristu Jayanti College, Bengaluru Karnataka South P
98 76 Department of Business Management, University of Calcutta, Kolkata West Bengal East G
99 71 Regional College of Management, Bhubaneswar Odisha East P
100 100 Faculty of Mgmt. Studies, Manav Rachna Intl.Inst. of Res.& Studies, Faridabad Haryana North P
101 102 Jagannath International Management School, New Delhi Delhi North P
102 NP Apeejay School of Management, New Delhi Delhi North P
102 108 SRM School of Management, Chennai Tamil Nadu South P
104 98 IIEBM, Indus Business School, Pune Maharashtra West P
105 101 School of Management, D. Y. Patil University, Navi Mumbai Maharashtra West P
106 95 I.T.S Institute of Technology and Science, Ghaziabad Uttar Pradesh North P
107 NP Acharya Bangalore B-School, Bengaluru Karnataka South P
108 109 Neville Wadia Institute of Management Studies and Research, Pune Maharashtra West P
109 NP School of Mgmt. Studies, Bannari Amman Inst. of Tech., Erode Tamil Nadu South P
110 106 JK Business School, Gurugram Haryana North P
111 89 Siva Sivani Institute of Management, Secunderabad Telangana South P
112 110 Saintgits Institute of Management, Kottayam Kerala South P
113 121 Symbiosis Institute of Operations Management, Nashik Maharashtra West P
114 112 Rungta College of Engineering & Technology, Bhilai Chhattisgarh East P
115 111 VIT Business School, Vellore Institute of Technology, Vellore Tamil Nadu South P
116 117 Shri Ram Murti Smarak International Business School, Lucknow Uttar Pradesh North P
117 141 IMS Unison University, Dehradun Uttarakhand North P
118 136 Ajay Kumar Garg Institute of Management, Ghaziabad Uttar Pradesh North P
119 98 ICBM School of Business Excellence, Hyderabad Andhra Pradesh South P
120 NP Calcutta Business School, Bishnupur West Bengal East P
121 90 Indian Institute of Finance, Greater Noida Uttar Pradesh North P

OVERALL
602.2 173.5 56 114.3 62 143.5 78 81.5 168 89.4 169

601.9 169.2 70 106.5 112 132.4 112 79.1 191 114.7 70
601.4 159 114 110.6 81 134.7 101 86.7 121 110.4 88
600.9 167.3 80 117.4 50 132.5 109 74.1 235 109.6 91
600.3 151.8 142 100.7 163 162.1 51 84.3 138 101.4 123
600.1 163.1 99 83.9 245 153 58 107 34 93.1 150
596.4 158.1 117 95.1 195 129.1 121 99.3 58 114.8 69
590.3 163.9 96 118.4 45 108.9 204 80 182 119.1 50
586.3 167.8 78 96.3 191 144.5 72 74.5 230 103.2 113
585.2 141.7 178 104 139 140.4 87 93.4 82 105.7 104
583 165.9 87 115.7 58 123.3 146 89.2 105 88.9 170
582.4 160.7 110 115.5 59 127.4 127 87.7 113 91.1 158
582.3 151.7 143 110.5 83 146.4 65 76.5 217 97.2 135
581.9 167.2 81 119.6 37 116.1 173 91.3 93 87.7 172
580.6 160.6 111 109.8 88 109.9 199 97.7 66 102.6 114
579.9 169.4 68 107.8 101 114 183 84.9 136 103.8 109
579.8 169.9 65 82.6 249 145 68 75 227 107.3 98
579.2 153.7 136 103.9 141 124.3 140 89.1 106 108.2 93
579.2 163.9 94 116 56 127.9 124 81 173 90.4 163
577.9 146.3 158 104.4 135 135 100 88.6 108 103.6 111
577.5 141.5 179 110 86 121.9 151 92.2 86 111.9 79
575.7 166.3 85 105.8 121 127.1 129 87 117 89.5 168
573.6 150.8 150 103.7 144 120.5 162 81.3 170 117.3 56
573.1 151.1 147 113.7 67 121.8 152 77.7 204 108.8 92
571 162 105 116.1 55 140.7 85 74.5 230 77.7 192
569.4 156.5 123 114.2 64 131.2 117 79.8 184 87.7 172
568.9 153.9 133 115.1 60 129.3 120 85.2 131 85.4 180
565.6 163.9 94 109.6 89 93.4 254 83.5 149 115.2 67
564.8 142.6 174 82.8 248 151.5 59 76.4 219 111.5 80
564.6 162.6 100 106.7 111 109.3 201 85.6 125 100.4 127
562.4 138.1 190 119.1 41 102.8 225 89.1 106 113.3 74
562.3 160.5 112 108.2 98 119.6 167 83.7 145 90.3 164
562.1 139.9 183 97.9 177 136.2 94 85.8 124 102.3 117
562 163.9 96 96.5 188 135.4 97 69.3 269 96.9 137
561.2 153 138 82.3 251 135.3 98 79.6 186 111 82
559.8 147.9 153 106 119 124.1 143 71.8 253 110 90
559.2 165 89 90.6 216 137.2 92 95.1 77 71.3 217

OVERALL
2018 2017 GOVT/
122 116 Prestige Institute of Management, Gwalior Madhya Pradesh West P

123 NP Dept. of Mgmt Studies, Mepco Schlenk Engineering College, Sivakasi Tamil Nadu South P
124 126 International School of Informatics & Mgmt. Technical Campus, Jaipur Rajasthan North P
125 118 School of Management & Commerce, Sanskriti University, Mathura Uttar Pradesh North P
126 120 KCT Business School, Coimbatore Tamil Nadu South P
127 103 Nehru School of Management,Thrissur Kerala South P
128 133 Department of Business Administration, Tezpur University, Tezpur Assam East G
129 114 IIKM Business School, Chennai Tamil Nadu South P
130 131 Shri Jaysukhlal Vadhar Institute of Management Studies, Jamnagar Gujarat West P
131 107 Jaipuria School of Business, Ghaziabad Uttar Pradesh North P
132 122 Nehru College of Management, Coimbatore Tamil Nadu South P
133 105 Institute of Management & Information Science, Bhubaneswar Odisha East P
134 115 Balaji Institute of Telecom & Management, Pune Maharashtra West P
135 134 PSNA College of Engineering and Technology, Dindigul Tamil Nadu South P
136 156 School of Mgmt, Vel Tech Rangarajan Dr. Sagunthala R&D IST, Chennai Tamil Nadu South P
136 NP Aurora's Business School, Hyderabad Telangana South P
136 NP Indo Global College of Management and Technology, New Chandigarh Punjab North P
139 NP University School of Business, Chandigarh University, Mohali Punjab North P
140 NP Institute of Management Studies, Noida Uttar Pradesh North P
140 119 Kongu Engineering College, Erode Tamil Nadu South P
142 NP Bharati Vidyapeeth's Institute of Mgmt. Studies and Res., Navi Mumbai Maharashtra West P
143 145 Atharva Institute of Management Studies, Mumbai Maharashtra West P
144 144 Sri Sairam Institute of Management Studies, Chennai Tamil Nadu South P
145 167 MIT School of Telecom Management, Pune Maharashtra West P
145 NP Saveetha School of Management, Chennai Tamil Nadu South P
147 128 Accurate Institute of Management and Technology, Greater Noida Uttar Pradesh North P
148 125 Sona School of Management, Salem Tamil Nadu South P
149 186 R.V. Institute of Management, Bengaluru Karnataka South P
149 135 Vivekananda Institute of Management Studies, Coimbatore Tamil Nadu South P
151 140 School of Business Studies, Shobhit University, Meerut Uttar Pradesh North P
152 138 Dhruva College of Management, Hyderabad Telangana South P
153 NP Rajeev Business School, Pune Maharashtra West P
154 127 Bharath Institute of Higher Education and Research, Chennai Tamil Nadu South P
155 149 Kirloskar Institute of Advanced Management Studies, Harihar Karnataka South P
156 NP Roorkee Institute of Technology, Roorkee Uttarakhand North P
157 151 Shri Ram Murti Smarak College of Engg and Tech., Bareilly Uttar Pradesh North P
158 160 Jaipuria Institute of Management, Ghaziabad Uttar Pradesh North P

OVERALL
558.6 168.5 72 97.6 180 112.3 192 81 173 99.2 132

557.6 134.7 204 106.5 112 132.1 113 91.2 94 93.1 150
557.4 155.5 127 103.2 149 112.9 189 78.4 198 107.4 97
556.4 151.5 144 100 168 121.4 154 81.8 165 101.7 120
555.7 139.8 184 103.7 144 114.7 176 89.9 100 107.6 95
554.4 131.2 210 104.7 129 141.7 82 77.4 205 99.4 130
554 158.2 116 121.8 30 110.2 198 98.1 64 65.7 230
553.9 162.3 102 90.5 217 114.5 178 76.5 217 110.1 89
552.3 144.3 169 88.6 228 137.3 91 76.6 215 105.5 105
551.7 164.5 90 107.3 104 121.1 155 68.8 273 90 166
550.5 159.2 113 104.8 127 108.7 205 75.3 225 102.5 116
550.1 164.4 91 100.1 167 122.3 148 83.6 148 79.7 187
548.8 143.2 171 104.5 130 129.6 119 98.4 63 73.1 208
548.6 139.3 185 114.2 64 132.7 108 77 208 85.4 180
548.5 139.2 186 119.5 38 98.8 233 89.5 102 101.5 121
548.5 147 156 109.1 90 121 157 70.1 261 101.3 124
548.5 142.9 172 106.1 117 120.9 158 100.5 54 78.1 191
548.2 137.8 191 92.6 209 128.5 122 78.3 199 111 82
548.1 153 138 93.5 206 119.9 164 85 135 96.7 138
548.1 164.2 92 108 100 93.9 250 90.8 98 91.2 157
548 162.4 101 108.8 92 89.4 264 82.9 154 104.5 108
547.8 154.8 131 71.6 274 135.6 96 79.5 187 106.3 103
547.7 161 109 108.3 96 107.1 211 85.3 129 86 176
547.1 139 188 112.6 70 126.7 130 67 286 101.8 119
547.1 152.8 140 104.5 130 126.2 133 79.4 189 84.2 183
546.7 155.8 126 96.6 187 134.3 103 66.4 289 93.6 149
546 133 208 104.5 130 104.4 217 93.1 83 111 82
545.7 154.3 132 93.1 207 109.8 200 81.7 166 106.8 100
545.7 156 125 105.2 125 122.5 147 66.5 288 95.5 143
543.9 132.3 209 110.6 81 130.8 118 73.7 238 96.5 139
543.6 162.2 103 114.9 61 113.6 187 94.2 80 58.7 247
543.1 158.5 115 93 208 140 88 73.1 242 78.5 190
542.2 144 170 96.5 188 135.1 99 92.1 88 74.5 204
538.4 129 215 112.8 69 136.7 93 82.4 158 77.5 194
534.4 153.8 134 99 173 114.6 177 67.4 282 99.6 129
533.8 151 148 108.8 92 125.1 136 82.5 156 66.4 228
532.2 133.6 206 83.4 247 124.4 139 91.9 89 98.9 133

OVERALL
2018 2017 GOVT/
159 NP Management Institute for Leadership and Excellence, Pune Maharashtra West P
160 189 Balaji Institute of International Business, Pune Maharashtra West P
161 NP MIT College of Management, Pune Maharashtra West P
162 154 Institute for Technology and Management, Chennai Tamil Nadu South P
163 147 Prestige Institute of Management, Dewas Madhya Pradesh West P
164 NP Doon Business School, Dehradun Uttarakhand North P
165 184 D.C. School of Management & Technology, Kottayam Kerala South P
166 182 MS Ramaiah Institute of Management, Bengaluru Karnataka South P
167 NP Tula's Institute The Engineering & Management College, Dehradun Uttarakhand North P
168 143 IES Management College and Research Centre, Mumbai Maharashtra West P
169 180 Taxila Business School, Jaipur Rajasthan North P
170 NP Army Institute of Management and Technology, Greater Noida Uttar Pradesh North P
171 157 AIMIT- Aloysius Institute of Mgmt and IT, St. Aloysius College, Magalore Karnataka South P
172 NP St. Francis Institute of Management and Research, Mumbai Maharashtra West P
173 171 Central Institute of Business Mgmt Research Devt, Nagpur Maharashtra West P
174 200 Symbiosis Centre For Information Technology, Pune Maharashtra West P
175 165 Agriculture and Food Management Institute, Mysuru Karnataka South P
176 172 Dept of Business Admn., ABES Engineering College, Ghaziabad Uttar Pradesh North P
177 169 Teerthanker Mahaveer Institute of Mgmt. & Technology, Moradabad Uttar Pradesh North P
178 214 Jaipuria Institute of Management, Indore Madhya Pradesh West G
179 230 Center for Management Studies, Jain University, Bengaluru Karnataka South P
179 183 ICFAI Business School, Dehradun Uttarakhand North P
181 164 Coimbatore Institute of Management and Technology, Coimbatore Tamil Nadu South P
182 158 SNS College of Technology, Coimbatore Tamil Nadu South P
183 254 Sardar Vallabhbhai Patel Intl. School of Textiles and Mgmt, Coimbatore Tamil Nadu South G
184 202 Symbiosis Institute of Computer Studies and Research, Pune Maharashtra West P
185 NP SSM School of Management and Computer Applications, Namakkal Tamil Nadu South P
186 166 International School of Management Excellence, Bengaluru Karnataka South P
186 166 Institute of Agri business Management, Bikaner Rajasthan North P
188 159 Vel Tech High Tech Dr.Rangarajan Dr.Sakunthala Engg. College, Chennai Tamil Nadu South P
189 191 OM Kothari Institute of Management & Research, Kota Rajasthan North P
190 210 SCMS School of Technology and Management, Kochi Kerala South P
191 196 School of Business, Galgotias University, Greater Noida Uttar Pradesh North P
192 219 Dayananda Sagar College of Art, Science & Commerce, Bengaluru Karnataka South P
193 NP IBMR Business School, Gurugram Haryana North P
194 195 RVS Institute of Management Studies, Coimbatore Tamil Nadu South P
195 181 Tecnia Institute of Advanced Studies, New Delhi Delhi North P

OVERALL
531.1 137.1 195 97.6 180 127.2 128 74.7 229 94.5 146
530.8 146 161 107.1 108 106.3 214 97.9 65 73.5 206
529.9 144.7 166 107 109 100.4 231 75.6 223 102.2 118
529.1 155.4 128 84.4 243 93.7 253 84.7 137 110.9 86
528.6 161.1 108 88.1 231 120.6 161 85.1 133 73.7 205
528.1 131.1 211 100.8 162 117.3 172 75.2 226 103.7 110
527.1 124.3 227 116 56 119.7 166 91.2 94 75.9 202
525 130 214 72.3 271 109.2 203 95.3 75 118.2 51
524.6 136.3 199 103.8 142 123.9 144 66.4 289 94.2 148
523.4 147.9 153 86.9 235 114.3 180 83.8 143 90.5 162
523.2 153.2 137 101.4 156 133.6 104 67.6 281 67.4 225
522.8 125 225 100.9 159 125.1 136 73.7 238 98.1 134
520.8 140.6 182 102.9 150 99.8 232 82.9 154 94.6 145
520.6 144.4 167 106.5 112 96.6 245 82.4 158 90.7 160
520.5 156.6 121 57.6 286 115.1 174 87.9 112 103.3 112
519.4 115.3 245 85.9 238 131.9 114 95.7 73 90.6 161
518.6 155 130 106.9 110 132.5 109 69.3 269 54.9 256
517.6 150.9 149 98.2 175 117.7 171 73.9 236 76.9 197
517.5 148.3 152 88.7 227 114.4 179 73.8 237 92.3 155
516.6 146.1 160 99.2 171 127.7 126 72 251 71.6 216
516.5 125.1 224 78.6 258 132.5 109 84 141 96.3 140
516.5 135.8 200 90.5 217 128.2 123 69.6 266 92.4 154
515.1 168.4 73 114.3 62 106.1 215 71.1 257 55.2 255
513.6 146.4 157 94.3 202 97.3 241 82.5 156 93.1 150
511.7 146.3 158 107.2 106 113.7 186 78.1 200 66.4 228
509.8 122.8 229 104.4 135 126.6 131 95.7 73 60.3 243
509.6 153.8 134 104 139 98.8 233 75.7 222 77.3 195
509.3 136.8 197 100.5 165 124.3 140 79 192 68.7 222
509.3 147.3 155 107.4 103 133.4 105 63.9 295 57.3 250
507.6 126.7 219 119.4 39 112.8 190 85.3 129 63.4 235
503.2 156.1 124 89.8 223 93.2 255 78.6 196 85.5 179
502.8 125.7 222 98 176 118.4 169 82 163 78.7 189
501 104.1 269 104.2 138 124.3 140 61.2 301 107.2 99
500.6 120.3 236 100.6 164 112.2 193 88.2 110 79.3 188
499.5 121.7 233 62.4 284 126.5 132 80.9 175 108 94
498.8 145.7 162 104.5 130 96.1 247 80.8 178 71.7 215
498.5 156.6 121 94.4 201 96.2 246 91 96 60.3 243

OVERALL
2018 2017 GOVT/
196 177 Chandigarh Business School of Administration, Mohali Punjab North P

197 193 Lala Lajpatrai Institute of Management, Mumbai Maharashtra West P
198 146 DBA&R, Shri Sant Gajanan Maharaj College of Engineering, Shegaon Maharashtra West P
199 163 Bharatesh Education Trust’s Global Business School, Belgaum Karnataka South P
200 129 Farook Institute of Management Studies, Calicut Kerala South P
201 175 Lead College of Management, Palakkad Kerala South P
202 231 Alkesh Dinesh Mody Institute for Fin. and Mgmt Studies, Mumbai Maharashtra West P
203 155 Adarsh Institute of Management and Information Technology, Bengaluru Karnataka South P
204 129 Sandip Institute of Technology and Research Centre, Nashik Maharashtra West P
205 209 Easwari Engineering College, Chennai Tamil Nadu South P
206 194 Durgadevi Saraf Institute of Management Studies, Mumbai Maharashtra West P
207 229 St. Joseph’s Institute of Management, Tiruchirapalli Tamil Nadu South P
208 NP Sanjivani College of Engineering, Kopagaon Maharashtra West P
209 218 School of Hospitality and Tourism Management, Jammu J&K North P
210 173 Gandhi Institute for Technological Advancement, Bhubaneswar Odisha East P
211 NP Institute of Engineering & Management, Kolkata West Bengal East P
212 152 Francis Xavier Engineering College, Tirunelveli Tamil Nadu South P
213 228 IPS Academy, Institute of Business Management and Research, Indore Madhya Pradesh West P
214 185 The Business School, University of Jammu, Jammu J&K North G
215 NP Lloyd Business School, Greater Noida Uttar Pradesh North P
216 NP Dr. G.D Pol Foundation, YMT College of Management, Navi Mumbai Maharashtra West P
217 234 Karunya School of Management, Coimbatore Tamil Nadu South P
218 NP Vignana Jyothi Institute of Management, Hyderabad Telangana South P
219 204 Tilak Raj Chadha Institute of Management & Technology, Yamuna Nagar Haryana North P
220 NP Musaliar Institute of Management, Pathanamthitta Kerala South P
221 199 Maharaja Agrasen Institute of Mgmt. and Technology, Yamuna Nagar Haryana North P
222 NP Sri Ramakrishna Business School, Coimbatore Tamil Nadu South P
223 223 St. Joseph's Degree & PG College, Hyderabad Telangana South P
224 248 CMR College of Engineering and Technology, Hyderabad Telangana South P
225 NP Department of Business and Management Studies, MIET, Meerut Uttar Pradesh North P
226 263 B.L.D.E. Association’s A.S. Patil College of Commerce, MBA Programme, Vijayapur Karnataka South P
227 222 Hallmark Business School, Tiruchirapalli Tamil Nadu South P
228 246 Aristotle PG College, Moinabad Telangana South P
229 NP Berchmans Institute of Management Studies, Changanassery Kerala South P
230 197 Astha School of Management, Bhubaneswar Odisha East P
231 226 Gandhi Institute of Management Studies, Gunupur Odisha East P
232 225 MGM Institute of Management, Aurangabad Maharashtra West P

OVERALL
498 125.4 223 84.3 244 88.1 268 89.4 103 110.8 87
497.5 135.3 202 53.4 291 127.8 125 86.3 122 94.7 144
496.2 145.4 163 110.9 80 80.7 277 86.9 118 72.3 211
495.4 144.4 167 94.8 197 98.5 235 94.9 78 62.8 237
495.2 133.5 207 91.5 214 93.8 251 83.7 145 92.7 153
494.9 141.9 177 78.1 259 104.9 216 68.5 276 101.5 121
494.2 139.1 187 94.6 199 114.3 180 73 243 73.2 207
492.8 155.1 129 77.6 261 86.3 270 76.7 214 97.1 136
491.9 142.7 173 108.1 99 73.9 284 67.9 279 99.3 131
490.2 134.6 205 94.7 198 120.1 163 83.1 151 57.7 249
489.9 152.8 140 73.3 266 82.6 275 80 182 101.2 125
488 142.2 175 71.7 273 103.2 223 85.5 126 85.4 180
487.8 138.5 189 104.8 127 88.5 266 73 243 83 185
486 144.9 165 107.5 102 94.4 248 68.2 278 71 218
485.4 151.4 145 106.2 116 119.8 165 81.5 168 26.5 282
484.5 149.7 151 73.1 268 77.8 280 88.1 111 95.8 142
482.7 145.3 164 93.8 205 98.2 237 75.6 223 69.8 221
480.6 114.3 248 75 264 110.3 197 90.9 97 90.1 165
479.9 121.5 234 107.3 104 114.2 182 92.5 84 44.4 269
479.1 151.3 146 82.4 250 120.7 159 66.7 287 58 248
477.7 116.8 243 78.8 257 133.1 107 62.8 298 86.2 174
474.7 120.6 235 88.6 228 122 150 86.8 120 56.7 253
473.1 119.2 239 95.3 194 113.3 188 88.3 109 57 252
472.9 110.1 255 97.8 178 113.8 184 78.9 194 72.3 211
472.8 137.2 194 89.9 221 103.8 219 65.4 291 76.5 198
472.2 131 212 85.3 240 88.5 266 79.3 190 88.1 171
470.1 136.6 198 103.6 146 67.1 288 77 208 85.8 178
469.9 119.5 238 59.2 285 107 212 78.8 195 105.4 106
465.9 161.4 107 89.5 225 102.5 226 85.5 126 27 281
465.8 114.2 249 100.9 159 101 228 72.5 247 77.2 196
465.6 127.7 217 108.9 91 83.9 273 79.7 185 65.4 231
462.2 135 203 95.7 193 108.6 206 70 262 52.9 258
461.8 110.4 253 85.5 239 103.5 220 61.3 300 101.1 126
461 107.5 263 92.2 211 108 208 83.3 150 70 220
460.7 142.1 176 83.7 246 118.7 168 63.5 296 52.7 259
454.5 137.6 192 104.9 126 109.3 201 64.6 292 38.1 274
454.4 110.3 254 100 168 92.3 259 85.2 131 66.6 227

OVERALL
2018 2017 GOVT/
233 NP Future Institute of Management & Technology, Bareilly Uttar Pradesh North P
234 261 Dept of Mgmt studies and Res. Center, B.M.S College of Engg., Bengaluru Karnataka South P
235 NP Apex Institute of Technology, Chandigarh University, Mohali Punjab North P
236 211 Vivekanand Edu. Society Institute of Mgmt Studies and Research, Mumbai Maharashtra West P
237 206 Dr. V. N. Bedekar Institute of Management Studies, Thane Maharashtra West P
238 NP Vivekananda Institute of Information and Mgmt. Studies, Tiruchengode Tamil Nadu South P
239 NP Punjab Institute of Management and Technology, Mandi Gobindgarh Punjab North P
240 NP Bharatiya Vidya Bhavan Institute of Management Science, Kolkata West Bengal East P
241 NP Dept of Business Mgmt, Pranveer Singh Institute of Technology, Kanpur Uttar Pradesh North P
242 245 Dept of Business Administration, Kanpur Institute of Technology, Kanpur Uttar Pradesh North P
243 NP Holy Grace Academy of Management Studies, Thrissur Kerala South P
244 205 ITM Business School, Warangal Institute of Management, Warangal Telangana South P
245 242 People's Institute of Management & Research, Bhopal Madhya Pradesh West P
246 249 Amrapali Institute of Management & Computer Applications, Haldwani Uttarakhand North P
247 NP Virudhunagar Hindu Nadar's Senthikumara Nadar College, Virudhunagar Tamil Nadu South P
248 170 S.A. Engineering College, Chennai Tamil Nadu South P
249 NP St. Peter's College of Engineering and Technology, Chennai Tamil Nadu South P
250 216 Delhi Institute of Advanced Studies Delhi North P
251 239 Measi Institute of Management, Chennai Tamil Nadu South P
252 NP School of Business & Management, Jaipur National University, Jaipur Rajasthan North P
253 251 Indian Academy School of Management Studies, Bengaluru Karnataka South P
254 NP Presidency College, Bengaluru Karnataka South P
255 NP SPSC's Guru Nanak Institute of Management Studies, Mumbai Maharashtra West P
256 188 Karnataka Law Society’s Inst. of Mgmt Education & Research, Belagavi Karnataka South P
257 241 Sambhram Academy of Management Studies, Bengaluru Karnataka South P
258 NP Royal School of Business, Guwahati Assam East P
259 208 Dept of Mgmt Science & Research,G S College of Comm. & Eco., Nagpur Maharashtra West P
260 NP DAV Institute of Management, Faridabad Haryana North P
261 NP MES-Advanced Institute of Mgmt and Technology, Aluva Kerala South P
262 220 M.S. Patel Inst, Faculty of Mgmt Studies, M.S. Univ of Baroda, Vadodara Gujarat West G
263 NP Dr. Panjabrao Deshmukh Institute of Mgmt Tech & Research, Nagpur Maharashtra West P
264 215 Suryadatta Group of Institutes, Pune Maharashtra West P
265 NP The Oxford College of Engineering, Bengaluru Karnataka South P
266 NP Baba Farid College of Management & Technology, Bathinda Punjab North P
267 NP Greater Noida Institute of Technology, Greater Noida Uttar Pradesh North P
268 NP Poddar Management and Technical Campus, Jaipur Rajasthan North P
269 NP Dept of Management Studies, SJB Institute of Technology, Bengaluru Karnataka South P

OVERALL
453.8 110.5 252 91.9 212 92.8 258 67.2 284 91.4 156
453.4 115.7 244 80 254 103.2 223 84.3 138 70.2 219
453.1 108.9 261 85.2 241 88.9 265 79 192 91.1 158
452.4 137.5 193 81 253 108.5 207 81.2 171 44.2 270
450.8 141.5 179 57.2 288 107.8 209 77.2 207 67.1 226
448.5 130.4 213 101.7 155 101.4 227 80.9 175 34.1 277
446.2 157.8 118 90.5 217 96.8 243 73.5 240 27.6 280
445.1 137 196 45.7 296 120.7 159 69.4 267 72.3 211
443.1 99.2 278 103.8 142 103.4 222 73.5 240 63.2 236
442.6 109.7 257 96 192 103.5 220 71.2 256 62.2 238
441.8 120.2 237 103.3 148 56.8 297 67.1 285 94.4 147
441.5 118.4 241 92.3 210 106.7 213 62.1 299 62 239
441 94.4 285 94.5 200 131.7 115 68.7 274 51.7 260
435.1 110 256 106 119 82.5 276 74.9 228 61.7 240
433.6 118.1 242 97.5 182 121.1 155 76.9 211 20 294
432.8 126.3 220 89.7 224 74.3 283 78 201 64.5 232
432.2 104.6 267 103.6 146 84 272 72.5 247 67.5 224
432 126.1 221 67.4 280 101 228 77.3 206 60.2 245
431.7 109.3 258 49.8 293 125.2 135 71.1 257 76.3 200
431.6 118.6 240 105.5 122 61.9 293 73 243 72.6 210
429.3 109 260 96.9 186 68.8 286 82.3 160 72.3 211
425.5 97 282 79.8 255 122.3 148 70 262 56.4 254
423.4 122.1 230 64.8 283 83.1 274 69.9 264 83.5 184
422.7 127.4 218 84.7 242 65.5 290 80.9 175 64.2 233
420.1 91.2 289 88.3 230 63.6 292 77 208 100 128
419.6 125 225 101 157 59.2 296 83 153 51.4 261
418.6 108.6 262 68.5 278 110.8 196 80.1 181 50.6 265
416.6 122 231 67.8 279 104 218 78.6 196 44.2 270
415.1 103.7 271 91.1 215 98 240 76.8 213 45.5 267
415 81.9 295 65.1 282 113.8 184 79.5 187 74.7 203
413.9 107 264 76.2 263 86.7 269 80.3 180 63.7 234
412.6 114.6 247 94.2 204 61.7 294 74.4 233 67.7 223
411.2 101 274 87.5 234 94.1 249 83.7 145 44.9 268
407.2 99.2 278 94.3 202 111 195 67.8 280 34.9 276
404.6 95.7 283 73.2 267 112.7 191 71.7 254 51.3 263
403.8 135.4 201 57.3 287 115.1 174 70.8 260 25.2 285
403.4 77.7 297 74.3 265 98.1 238 76.9 211 76.4 199

OVERALL
2018 2017 GOVT/
270 NP Delhi School of Business, New Delhi Delhi North P

271 255 J. J. College of Engineering and Technology, Tiruchirapalli Tamil Nadu South P
272 262 Sheila Raheja School of Business Management & Research, Mumbai Maharashtra West P
273 227 Sinhgad Institute of Management, Pune Maharashtra West P
274 256 S. V. Institute of Management, Kadi Gujarat West P
275 233 Dept of Comm. & Bus. Admn., Tilka Manjhi Bhagalpur University, Bhagalpur Bihar East G
276 244 Maharishi Arvind Institute of Engineering and Technology, Jaipur Rajasthan North P
277 267 Shri Vaishnav Institute of Management, Indore Madhya Pradesh West P
277 NP Chaitanya Bharathi Institute of Technology, Hyderabad Telangana South P
279 NP Seshadripuram Institute of Management Studies, Bengaluru Karnataka South P
280 259 Sinhgad Business School, Pune Maharashtra West p
281 NP Dept of Mgmt Studies, Valliammai Engg College, Kanchipuram Tamil Nadu South P
282 NP CMR Centre for Business Studies, Bengaluru Karnataka South P
283 NP Dept of Business Admn., M K Bhavnagar University, Bhavnagar Gujarat West G
284 252 Acropolis Faculty of Management and Research, Indore Madhya Pradesh West P
285 NP M.A.M. B-School, Tiruchirapalli Tamil Nadu South P
286 260 Global Business School, Hubli Karnataka South P
287 264 Dept of Mgmt Studies, SJC Institute of Technology, Chickballapur Karnataka South P
288 NP MITS School of Business, Madanapalle Andhra Pradesh South P
289 NP Dept of MBA, Sagar Institute of Research & Technology, Bhopal Madhya Pradesh West P
290 NP Dept. of Commerce & Management, KSKV Kachchh University, Bhuj Gujarat West G
291 NP IMS Business School, Kolkata West Bengal East P
292 272 Marathwada Mitramandal's Inst of Mgmt Education Research & Training, Pune Maharashtra West P
293 NP Institute of Business Management & Research, Hubli Karnataka South P
294 266 H. K. Institute of Management Studies & Research, Mumbai Maharashtra West P
295 NP Surana College Center For Post Graduate Studies, Bengaluru Karnataka South P
296 276 RMD Sinhgad School of Management Studies, Pune Maharashtra West P
297 275 Patel Group of Institutions, Bhopal Madhya Pradesh West P
298 NP Vaishali Institute of Business and Rural Management, Muzafarpur Bihar East P
299 265 AMS School of Informatics, Hyderabad Telangana South P
300 NP Dept of Business Mgmt, Sarojini Naidu Vanita Mahavidyalaya, Hyderabad Telangana South P
301 274 Vidyasagar Institute of Management, Bhopal Madhya Pradesh West P
302 257 Amjad Ali Khan College of Business Administration, Hyderabad Telangana South P
303 268 Rayat Institute of Management, Balachaur Punjab North P

OVERALL
401.7 100.4 275 54.8 289 111.1 194 74.4 233 61 241
400.8 99.6 277 106.1 117 97.1 242 78 201 20 294
400.4 105.1 266 70.2 276 90.6 262 56.9 303 77.6 193
400.2 97.9 281 79.6 256 93.8 251 75.8 221 53.1 257
399.2 95.5 284 102.2 153 98.1 238 74.5 230 28.9 278
397 83.9 294 97.5 182 76.5 281 87.7 113 51.4 261
396.5 114.2 249 82.2 252 79.6 279 84.1 140 36.4 275
396 128.1 216 100.5 165 59.3 295 81.6 167 26.5 282
396 72.2 301 102.3 152 118.4 169 83.1 151 20 294
395 91.6 288 49.1 294 121.6 153 72.1 250 60.6 242
390.7 110.6 251 43.5 298 124.6 138 72.2 249 39.8 272
385.5 103.8 270 105.3 124 68.6 287 85.5 126 22.3 290
385.3 122 231 77.5 262 90 263 69.4 267 26.4 284
384.4 102.7 273 86.4 236 93.2 255 82.1 162 20 294
383.6 104.3 268 38.3 301 98.3 236 69.7 265 73 209
382.9 98.9 280 89.3 226 107.4 210 67.3 283 20 294
381.7 109.1 259 47.4 295 96.7 244 77.8 203 50.7 264
377.6 114.8 246 97.1 185 63.8 291 80.4 179 21.5 291
373.6 100.1 276 72.4 270 75.4 282 68.6 275 57.1 251
372.3 105.8 265 90.2 220 84.4 271 69 272 22.9 288
366.9 78.1 296 77.7 260 80.2 278 71.6 255 59.3 246
360.8 92.4 286 67.1 281 92.9 257 59.8 302 48.6 266
349.4 92.3 287 53.6 290 91.5 261 84 141 28 279
346.3 123 228 41.9 299 92.2 260 69.2 271 20 294
342.9 74.7 298 40.3 300 126.1 134 63.2 297 38.6 273
337.7 103.1 272 71.8 272 66.2 289 76.6 215 20 294
317.6 90.5 290 37 302 100.8 230 64.4 293 24.9 286
308.4 74.1 299 70.4 275 72 285 71.9 252 20 294
306.9 86.1 292 69.5 277 48.2 300 81.9 164 21.2 292
306.2 88.7 291 72.7 269 55.8 298 64.1 294 24.9 286
288.5 85.6 293 53.4 291 48.3 299 81.2 171 20 294
285 61.3 302 86.2 237 44.1 301 71 259 22.4 289
251.6 72.9 300 45.1 297 40.1 302 72.9 246 20.6 293
168.5 35.8 303 7.6 303 36.6 303 68.5 276 20 294

TOP 100:
LEARNING EXPERIENCE
S. GOVT/ LEARNING PARAMETER
INSTITUTE STATE ZONE PVT EXPERIENCE RANK
NO.
1 Indian Institute of Management, Ahmedabad Gujarat West G 216.5 1
2 Indian Institute of Management, Calcutta West Bengal East G 212.5 2
3 Indian Institute of Management, Bangalore Karnataka South G 212.1 3
4 S.P. Jain Institute of Management & Research, Mumbai Maharashtra West P 199.8 4
5 Indian Institute of Management, Indore Madhya Pradesh West G 199.4 5
6 National Institute of Agricultural Extn Mgmt, Hyderabad Telangana South G 198.6 6
7 Management Development Institute, Gurugram Haryana North P 197.7 7
8 International Management Institute, New Delhi Delhi North P 195.6 8
9 Department of Management Studies, IIT Delhi Delhi North G 195.4 9
10 XLRI, Jamshedpur Jharkhand East P 191.4 10
11 Institute of Management Technology, Ghaziabad Uttar Pradesh North P 189.6 11
12 Prin. L.N. Welingkar Inst. of Mgmt. Devt. & Research, Mumbai Maharashtra West P 189.5 12
13 Faculty of Management Studies, Delhi Delhi North G 189.2 13
14 IFIM Business School, Bengaluru Karnataka South P 188.3 14
15 Symbiosis Institute of Business Mgmt, Pune Maharashtra West P 187.5 15
16 Indian Institute of Management, Kozhikode Kerala South G 187.2 16
17 Indian Institute of Foreign Trade, New Delhi Delhi North G 185.8 17
18 Birla Institute of Management Tech, Greater Noida Uttar Pradesh North P 185.2 18
19 Jamnalal Bajaj Institute of Management, Mumbai Maharashtra West G 184.3 19
20 Shailesh J. Mehta School of Management, IIT Bombay Maharashtra West G 184.2 20
21 K.J. Somaiya Institute of Management, Mumbai Maharashtra West P 184.1 21
22 ICFAI Business School, Hyderabad Telangana South P 183.6 22
23 Xavier Institute of Management, Bhubaneswar Odisha East P 182.4 23
24 Great Lakes Institute of Management, Chennai Tamil Nadu South P 182.3 24
25 Vinod Gupta School of Management, IIT Kharagpur West Bengal East G 178.5 25
26 AIMS School of Business, Bengaluru Karnataka South P 177.3 26
27 SCMS Cochin School of Business Kerala South P 177.0 27
28 Indian Institute of Social Welfare and Business Mgmt, Kolkata West Bengal East G 176.7 28
29 Indian Institute of Management, Shillong Meghalaya East G 176.3 29
30 Asia Pacific Institute of Management, New Delhi Delhi North P 176.3 29
31 IILM Institute for Business and Management, Gurugram Haryana North P 176.3 29
32 T. A. Pai Management Institute, Manipal Karnataka South P 176.2 32
33 SIES College of Management Studies, Navi Mumbai Maharashtra West P 176.2 32
34 Lal Bahadur Shastri Institute of Management, Delhi Delhi North P 176.1 34
35 Institute for Technology and Management, Navi Mumbai Maharashtra West P 175.9 35
36 Institute of Public Enterprise, Hyderabad Telangana South G 175.8 36
37 Jagan Institute of Management Studies, New Delhi Delhi North P 175.7 37
38 Indian Institute of Management Tiruchirappalli Tamil Nadu South G 175.6 38
39 Symbiosis Institute of International Business, Pune Maharashtra West P 175.3 39
40 Pune Institute of Business Management, Pune Maharashtra West P 175.3 39
41 Symbiosis Centre for Mgmt. & HR Development, Pune Maharashtra West P 175.2 41
42 Indian Institute of Management, Raipur Chhattisgarh East G 174.9 42
43 Gitam Institute of Management, Visakhapatnam Andhra Pradesh South P 174.9 42
44 Dept. of Mgmt. Studies, Indian Institute of Tech. Roorkee Uttarakhand North G 174.8 44
45 Sydenham Inst. of Mgmt. Research & Entrp. Edu., Mumbai Maharashtra West G 174.8 44
46 SVKM's NMIMS, School of Business Management, Mumbai Maharashtra West P 174.7 44
47 Indian Institute of Management, Udaipur Rajasthan North G 174.7 44
48 Institute of Management, Nirma University, Ahmedabad Gujarat West P 174.7 44
49 N. L. Dalmia Institute of Mgmt. Studies and Research, Mumbai Maharashtra West P 174.7 44
50 Bharathidasan Institute of Management, Tiruchirappalli Tamil Nadu South P 174.6 50
Ranking is based on objective data only. Only those B-schools which
submitted their objective data have been ranked. Institutes like IIM-L,
ISB Hyderabad, etc., which did not submit their objective data on time
or refused to participate, have not been ranked. Only those colleges
which fulfilled the below criteria were considered eligible for participa-
tion in ranking: i) Minimum three batches passed out; ii) Offering full-
time postgraduate programme in management. All scores have been
rounded off to one decimal place; this may result in rounding off errors
INDIA’S BEST B-SCHOOLS while adding the parameter-wise score. NP: Not participated
Top 100: Learning experience
S. GOVT/ LEARNING PARAMETER

NO.
51 Indus Business Academy, Bangalore Karnataka South P 174.5 51
52 School of Management Studies, MNNIT, Allahabad Uttar Pradesh North G 174.0 52
53 Indian Institute of Management, Kashipur Uttarakhand North G 173.8 53
54 Goa Institute of Management, Goa Goa West P 173.7 54
55 SVKM's Narsee Monjee Institute of Mgmt. Studies, Bengaluru Karnataka South P 173.6 55
56 International School of Business & Media, Pune Maharashtra West P 173.5 56
57 Rajagiri Centre For Business Studies, Kochi Kerala South P 173.3 57
58 IILM Institute For Higher Education, New Delhi Delhi North P 173.2 58
59 Chitkara Business School, Rajpura Punjab North P 172.4 59
60 Indian Institute of Management, Rohtak Haryana North G 172.3 60
61 Amity Business School, Amity University, Noida Uttar Pradesh North P 172.1 61
62 Institute of Rural Management, Anand Gujarat West P 171.5 62
63 Dept. of Mgmt. Studies, IIT Madras Tamil Nadu South G 170.9 63
64 Dept. of Commerce, Faculty of Com. and Business, New Delhi Delhi North G 170.2 64
65 Jagannath International Management School, New Delhi Delhi North P 169.9 65
66 International Management Institute, Bhubaneswar Odisha East P 169.8 66
67 Indian Institute of Forest Management, Bhopal Madhya Pradesh West G 169.6 67
68 Faculty of Mgmt. Studies, Manav Rachna Intl. Inst. Faridabad Haryana North P 169.4 68
69 School of Management, KIIT University, Bhubaneswar Odisha East P 169.3 69
70 Gitam School of International Business, Visakhapatnam Andhra Pradesh South P 169.2 70
71 Vaikunth Mehta National Inst. of Cooperative Mgmt., Pune Maharashtra West G 169.0 71
72 Prestige Institute of Management, Gwalior Madhya Pradesh West P 168.5 72
73 Prin. L.N. Welingkar Inst. of Mgmt. Development, Bengaluru Karnataka South P 168.4 73
74 PCTE Ludhiana Punjab North P 168.4 73
75 Coimbatore Institute of Mgmt. and Technology, Coimbatore Tamil Nadu South P 168.4 73
76 Loyola Institute of Business Administration, Chennai Tamil Nadu South P 168.3 76
77 Institute of Management Studies, Ghaziabad Uttar Pradesh North P 168.1 77
78 G.L. Bajaj Institute of Management and Research, Greater Noida Uttar Pradesh North P 167.8 78
79 PSG Institute of Management, Coimbatore Tamil Nadu South P 167.6 79
80 Universal Business School, Karjat Maharashtra West P 167.3 80
81 Department of Business Management, University of Calcutta West Bengal East G 167.2 81
82 Jaipuria Institute of Management, Lucknow Uttar Pradesh North P 166.7 82
83 Fortune Institute of International Business, New Delhi Delhi North P 166.6 83
84 Institute of Mgmt Christ University, Bengaluru Karnataka South P 166.5 84
85 I.T.S Institute of Technology and Science, Ghaziabad Uttar Pradesh North P 166.3 85
86 Prestige Institute of Management and Research, Indore Madhya Pradesh West P 166.0 86
87 School of Mgmt., Hindustan Inst of Tech and Sc., Chennai Tamil Nadu South P 165.9 87
88 Institute of Management Technology, Nagpur Maharashtra West P 165.2 88
89 Indian Institute of Finance, Greater Noida Uttar Pradesh North P 165.0 89
90 Jaipuria School of Business, Ghaziabad Uttar Pradesh North P 164.5 90
91 Institute of Mgmt. & Information Science, Bhubaneswar Odisha East P 164.4 91
92 Kongu Engineering College, Erode Tamil Nadu South P 164.2 92
93 Department of Mgmt. Studies, NIT, Tiruchippalli Tamil Nadu South G 164.0 93
94 SRM School of Management, Chennai Tamil Nadu South P 163.9 94
95 Saintgits Institute of Management, Kottayam Kerala South P 163.9 94
96 School of Management, Manipal University, Ghaziabad Karnataka South P 163.9 94
97 Ajay Kumar Garg Institute of Management, Noida Uttar Pradesh North P 163.9 94
98 Jaipuria Institute of Management, Noida Uttar Pradesh North P 163.6 98
99 Bharati Vidyapeeth Inst of Mgmt. and Research, New Delhi Delhi North P 163.1 99
100 Rungta College of Engineering & Technology, Bhilai Chhattisgarh East P 162.6 100
TOP 100:
LIVING EXPERIENCE
S. GOVT/ LIVING PARAMETER
NO.
2 XLRI, Jameshedpur Jharkhand East P 138.2 2
8 Dept. of Mgmt. Studies, National Inst. of Tech, Tiruchippalli Tamil Nadu South G 132.4 8
15 Xavier Institute of Mgmt., Xavier University, Bhubaneswar Odisha East P 126.0 15
18 S. P. Jain Institute of Management & Research, Mumbai Maharashtra West P 125.1 18
22 National Institute of Agri Extension Management, Hyderabad Telangana South G 123.8 21
25 K. J. Somaiya Inst. of Mgmt. Studies and Research, Mumbai Maharashtra West P 123.1 25
26 Department of Management Studies, IIT Madras Tamil Nadu South G 123.0 26
27 School of Management Studies, MNNIT, Allahabad Uttar Pradesh North G 123.0 26
28 Balaji Institute of Modern Management, Pune Maharashtra West P 122.9 28
30 Dept. of Business Administration, Tezpur University, Tezpur Assam East G 121.8 30
31 Birla Institute of Management Technology, Greater Noida Uttar Pradesh North P 121.4 31
32 Dept. of Mgmt. Studies, Indian Institute of Tech., Roorkee Uttarakhand North G 120.8 32
33 Faculty of Management Studies, University of Delhi Delhi North G 120.5 33
34 SCMS Cochin School of Business, Ernakulam Kerala South P 120.2 34
35 Department of Management Studies, IIT (ISM), Dhanbad Jharkhand East G 120.1 35
38 School of Mgmt, VT Rangarajan Dr. Sagunthala R&D IST, Chennai Tamil Nadu South P 119.5 38
39 Indian Institute of Foreign Trade , New Delhi Delhi North G 119.4 39
40 VT High Tech Dr.Rangarajan Dr.Sakunthala Engg. College, Chennai Tamil Nadu South P 119.4 39
41 VIT Business School, Vellore Institute of Technology, Vellore Tamil Nadu South P 119.1 41
43 School of Mgmt. Studies, NIT, Calicut Kerala South G 119.0 42
45 School of Management, Manipal University, Manipal Karnataka South P 118.4 45
46 Indian Institute of Management, Tiruchirappalli Tamil Nadu South G 117.9 46
48 Goa Institute of Management, Sanquelim Goa West P 117.8 47
50 Symbiosis Institute of Business Management, Pune Maharashtra West P 117.4 50
Top 100: Living Experience
S. GOVT/ LIVING PARAMETER

NO.
55 School of Mgmt. Studies, Bannari Amman Inst. of Tech., Erode Tamil Nadu South P 116.1 55
56 SRM School of Management, Chennai Tamil Nadu South P 116.0 56
57 D.C. School of Management & Technology, Kottayam Kerala South P 116.0 56
58 School of Mgmt., Hindustan Institute of Tech. and Sc., Chennai Tamil Nadu South P 115.7 58
59 Institute of Rural Management, Jaipur Rajasthan North P 115.5 59
60 Siva Sivani Institute of Management, Secunderabad Telangana South P 115.1 60
61 Dhruva College of Management, Hyderabad Telangana South P 114.9 61
63 Coimbatore Institute of Mgmt. and Technology, Coimbatore Tamil Nadu South P 114.3 62
65 JK Business School, Gurugram Haryana North P 114.2 64
66 PSNA College of Engineering and Technology, Dindigul Tamil Nadu South P 114.2 64
67 Neville Wadia Institute of Mgmt. Studies and Research, Pune Maharashtra West P 113.7 67
68 Lal Bahadur Shastri Institute of Management, New Delhi Delhi North P 113.1 68
69 Kirloskar Institute of Advanced Management Studies, Harihar Karnataka South P 112.8 69
71 MIT School of Telecom Management, Pune Maharashtra West P 112.6 70
72 Vaikunth Mehta National Institute of Cooperative Mgmt., Pune Maharashtra West G 112.1 72
76 Prin. L.N. Welingkar Institute of Mgmt. Dev. Research, Bengaluru Karnataka South P 111.7 76
77 Dept. of Com., Faculty of Com. and Business, DSE, New Delhi Delhi North G 111.6 77
79 Institute of Mgmt. Christ (Deemed to be University), Bengaluru Karnataka South P 111.3 79
80 DBA&R, Shri Sant Gajanan Maharaj College of Engg., Shegaon Maharashtra West P 110.9 80
81 Institute of Management Technology, Hyderabad Telangana South P 110.6 81
82 School of Business Studies, Shobhit University, Meerut Uttar Pradesh North P 110.6 81
83 Kristu Jayanti College, Bengaluru Karnataka South P 110.5 83
87 School of Management, D. Y. Patil University, Navi Mumbai Maharashtra West P 110.0 86
88 Regional College of Management, Bhubaneswar Odisha East P 109.8 88
90 Aurora's Business School, Hyderabad Telangana South P 109.1 90
91 A.S. Patil College of Commerce, Vijayapura Karnataka South P 108.9 91
92 Bharati Vidyapeeth Inst. of Mgmt. and Research, Navi Mumbai Maharashtra West P 108.8 92
93 Faculty of Mgmt. Science, Shri Ram Murti Smarak College, Bareilly Uttar Pradesh North P 108.8 92
96 Symbiosis Institute of Telecom Management, Pune Maharashtra West P 108.3 96
97 Sri Sairam Institute of Management Studies, Chennai Tamil Nadu South P 108.3 96
98 Shri Ram Murti Smarak International Business School, Lucknow Uttar Pradesh North P 108.2 98
99 Sandip Institute of Technology and Research Centre, Nashik Maharashtra West P 108.1 99
TOP 100:
PLACEMENT PERFORMANCE
S. GOVT/ PLACEMENT PARAMETER
NO.
5 XLRI, Jamshedpur Jharkhand East P 207.3 5
6 Jamnalal Bajaj Institute of Management Studies, Mumbai Maharashtra West G 205.6 6
23 Xavier Institute of mgmt., Xavier University, Bhubaneswar Odisha East P 186.6 23
24 Institute of Management Technology (IMT), Ghaziabad Uttar Pradesh North P 185.7 24
25 SIMS, Research & Entrepreneurship Education, Mumbai Maharashtra West G 185.3 25
27 Indian Institution of Management, Raipur Chhattisgarh East G 185.0 27
29 Dept. of Com., Faculty of Com. and Business, DSE, New Delhi Delhi North G 184.3 29
32 National Institute of Agri. Extension Mgmt., Hyderabad Telangana South G 181.3 32
37 Department of Management Studies, NIT Tiruchippalli Tamil Nadu South G 179.1 37
40 Department of Management Studies, IIT Roorkee Uttarakhand North G 177.9 40
42 K. J. Somaiya Institute of Mgmt. Studies and Research, Mumbai Maharashtra West P 175.5 42
49 Prin. L.N. Welingkar Inst. of Mgmt Devt. & Research, Mumbai Maharashtra West P 165.0 49
INDIA’S BEST B-SCHOOLS rounded off to one decimal place; this may result in rounding off errors
while adding the parameter-wise score. NP: Not participated
Top 100: Placement Performance
S. GOVT/ PLACEMENT PARAMETER

NO.
51 Balaji Institute of Management and HR Development,Pune Maharashtra West P 162.1 51
58 Bharati Vidyapeeth Inst. of Mgmt. and Research, New Delhi Delhi North P 153.0 58
59 Symbiosis Institute of Operations Management, Nashik Maharashtra West P 151.5 59
63 N.L. Dalmia Institute of Mgmt. Studies and Research, Mumbai Maharashtra West P 149.2 63
65 Kristu Jayanti College, Bengaluru Karnataka South P 146.4 65
66 Institute of Management Christ University, Bengaluru Karnataka South P 146.3 66
71 Shri Dharmasthala Manjunatheshwara Inst. for Mgmt Dev., Mysuru Karnataka South P 144.6 71
72 G.L. Bajaj Institute of Mgmt. and Research, Greater Noida Uttar Pradesh North P 144.5 72
76 Vaikunth Mehta National Institute of Cooperative Mgmt., Pune Maharashtra West G 143.9 76
80 Indian Institute of Social Welfare and Business Mgmt., Kolkata West Bengal East G 142.9 80
82 Nehru School of Management, Thrissur Kerala South P 141.7 82
83 Prin. L.N. Welingkar Inst. of Mgmt. Dev. Research, Bengaluru Karnataka South P 141.4 84
85 School of Mgmt. Studies, Bannari Amman Inst. of Tech, Erode Tamil Nadu South P 140.7 85
87 School of Management, Pondicherry University, Puducherry Puducherry South G 140.4 87
88 School of Mgmt. Studies, MNNIT, Allahabad Uttar Pradesh North G 140.0 89
89 Rajeev Business School, Pune Maharashtra West P 140.0 89
91 Shri Jaysukhlal Vadhar Institute of Mgmt. Studies, Jamnagar Gujarat West P 137.3 91
93 Kirloskar Institute of Advanced Management Studies, Harihar Karnataka South P 136.7 93
94 IMS Unison University, Dehradun Uttarakhand North P 136.2 94
95 PCTE, Ludhiana Punjab North P 135.9 95
96 Atharva Institute of Management Studies, Mumbai Maharashtra West P 135.6 96
97 Ajay Kumar Garg Institute of Management, Ghaziabad Uttar Pradesh North P 135.4 97
98 ICBM School of Business Excellence, Hyderabad Andhra Pradesh South P 135.3 98
99 Bharath Inst. of Higher Education and Research, Chennai Tamil Nadu South P 135.1 99
100 IIEBM, Indus Business School, Pune Maharashtra West P 135.0 100
TOP 100: SELECTION PROCESS,
GOVERNANCE & ESTABLISHMENT
S. GOVT/ SELECTION PARAMETER
INSTITUTE STATE ZONE PVT PROCESS RANK
NO
5 Xavier School of Management, Jamshedpur Jharkhand East P 120.7 5
6 S. P. Jain Institute of Management & Research, Mumbai Maharashtra West P 120.3 6
10 Faculty of Management Studies, DU, New Delhi Delhi North G 118.9 10
16 Symbiosis Centre for Mgmt. & Human Resource Dev., Pune Maharashtra West P 115.5 16
19 Xavier Institute of Management, Xavier University, Bhubaneswar Odisha East P 111.0 19
22 Department of Management Studies, NIT, Tiruchippalli Tamil Nadu South G 109.9 22
23 K.J. Somaiya Inst. of Mgmt. Studies and Research, Mumbai Maharashtra West P 109.8 23
25 Indian Institute of Management Udaipur Rajasthan North G 109.2 25
28 Lal Bahadur Shastri Institute of Management, Delhi Delhi North P 108.8 28
30 Prin. L.N. Welingkar Inst. of Mgmt. Dev. Research, Mumbai Maharashtra West P 108.7 30
33 N.L. Dalmia Institute of Mgmt. Studies and Research, Mumbai Maharashtra West P 107.2 33
34 Bharati Vidyapeeth Institute of Mgmt. and Research, New Delhi Delhi North P 107.0 34
44 Department of Commerce, DSE, New Delhi Delhi North G 103.4 44
45 Shri Dharmasthala Manjunatheshwara Inst. for Mgmt Dev., Mysuru Karnataka South P 102.9 45
48 SVKM's Narsee Monjee Inst. of Management Studies, Bengaluru Karnataka South P 102.2 48
Selection Process
S. GOVT/ SELECTION PARAMETER

INSTITUTE STATE ZONE PVT PROCESS RANK
NO.
53 Vaikunth Mehta National Inst. of Cooperative Mgmt., Pune Maharashtra West G 100.6 53
54 Indo Global College of Mgmt and Technology, New Chandigarh Punjab North P 100.5 54
55 National Inst. of Agricultural Extension Mgmt, Hyderabad Telangana South G 100.1 55
58 Sydenham Inst. of Mgmt Studies, Research & Entrp. Edu., Mumbai Maharashtra West G 99.3 58
59 Jaipuria Institute of Management, Jaipur Rajasthan North P 99.3 58
62 Amity Business School, Noida Uttar Pradesh North P 98.6 62
63 Balaji Institute of Telecom & Management, Pune Maharashtra West P 98.4 63
64 Department of Business Administration, Tezpur University, Tezpur Assam East G 98.1 64
65 Balaji Institute of International Business, Pune Maharashtra West P 97.9 65
66 Regional College of Management, Bhubaneswar Odisha East P 97.7 66
69 Indian Inst. of Social Welfare and Business Mgmt., Kolkata West Bengal East G 97.1 69
70 Institute of Management Christ, Bengaluru Karnataka South P 96.7 70
73 Symbiosis Centre For Information Technology, Pune Maharashtra West P 95.7 73
74 Symbiosis Institute of Computer Studies and Research, Pune Maharashtra West P 95.7 73
76 MS Ramaiah Institute of Management, Bengaluru Karnataka South P 95.3 75
78 Bharatesh Edu. Trust’s Global Business School, Belgaum Karnataka South P 94.9 78
79 Prin. L.N. Welingkar Inst. of Mgmt. Dev. Research, Bengaluru Karnataka South P 94.6 79
80 Dhruva College of Management, Hyderabad Telangana South P 94.2 80
82 School of Management, Pondicherry University, Puducherry Puducherry South G 93.4 82
83 Sona School of Management, Salem Tamil Nadu South P 93.1 83
84 The Business School, University of Jammu, Jammu J&K North G 92.5 84
86 School of Management Studies, NIT, Calicut Kerala South G 92.2 86
87 School of Management, D.Y. Patil University, Navi Mumbai Maharashtra West P 92.2 86
88 Bharath Institute of Higher Education and Research, Chennai Tamil Nadu South P 92.1 88
91 Jaipuria Institute of Management, Ghaziabad Uttar Pradesh North P 91.9 89
94 Dept. of Mgmt. Studies, Mepco Schlenk Engg. College, Sivakasi Tamil Nadu South P 91.2 94
95 D.C. School of Management & Technology, Kottayam Kerala South P 91.2 94
96 Tecnia Institute of Advanced Studies, New Delhi Delhi North P 91.0 96
97 IPS Academy, Inst. of Business Mgmt. and Research, Indore Madhya Pradesh West P 90.9 97
100 KCT Business School, Coimbatore Tamil Nadu South P 89.9 100
TOP 100:
FUTURE ORIENTATION
S. GOVT/ FUTURE PARAMETER
INSTITUTE STATE ZONE PVT ORIENTATION RANK
NO.
2 XLRI, Jameshedpur Jharkhand East P 181.2 2
10 SVKM's Narsee Monjee Inst. of Management, Bengaluru Karnataka South P 140.0 10
14 Prin. L.N. Welingkar Inst. of Mgmt. Devt. & Research, Mumbai Maharashtra West P 134.8 14
20 Prin. L.N. Welingkar Inst. of Mgmt Devt. & Research, Mumbai Karnataka South P 129.8 20
21 Symbiosis Centre for Mgmt. & HR Development, Mumbai Maharashtra West P 129.2 21
25 Xavier Institute of Mgmt., Xavier University, Bhubaneswar Odisha East P 127.5 25
28 Inst. of Mgmt. Christ (Deemed to be University), Bengaluru Karnataka South P 126.6 28
30 Sydenham Institute of Management Studies, Mumbai Maharashtra West G 126.1 30
33 IILM Institute for Higher Education, New Delhi Delhi North P 125.6 33
35 Shri Dharmasthala Manjunatheshwara Institute, Mysuru Karnataka South P 125.3 34
39 K.J. Somaiya Inst. of Mgmt. Studies and Research, Mumbai Maharashtra West P 123.1 39
50 School of Management, Manipal University Karnataka South P 119.1 50
Top 100: Future Orientation
S. GOVT/ FUTURE PARAMETER

INSTITUTE STATE ZONE PVT ORIENTATION RANK
NO.
51 MS Ramaiah Institute of Management, Bengaluru Karnataka South P 118.2 51
52 PCTE, Ludhiana Punjab North P 117.8 52
56 Acharya Bangalore Business School, Bengaluru Karnataka South P 117.3 56
59 Indian Institute of Social Welfare and Business Mgmt., Kolkata West Bengal East G 117.1 58
69 Jaipuria Institute of Management, Jaipur Rajasthan North P 114.8 69
70 Gitam School of International Business, Visakhapatnam Andhra Pradesh South P 114.7 70
71 Department of Management Studies, IIT-Madras Tamil Nadu South G 114.6 71
72 Symbiosis Institute of International Business, Mumbai Maharashtra West P 114.5 72
73 Indus Business Academy, Bengaluru Karnataka South P 114.1 73
74 VIT Business School, Vellore Tamil Nadu South P 113.3 74
77 School of Mgmt., MNNIT, Allahabad Uttar Pradesh North G 112.6 76
79 School of Management, D.Y.Patil University, Navi Mumbai Maharashtra West P 111.9 79
80 Symbiosis Institute of Operations Management, Nashik Maharashtra West P 111.5 80
83 ICBM School of Business Excellence, Hyderabad Andhra Pradesh South P 111.0 82
84 University School of Business, Chandigarh University, Mohali Punjab North P 111.0 82
85 Sona School of Management, Salem Tamil Nadu South P 111.0 82
86 Institute for Technology and Management, Chennai Tamil Nadu South P 110.9 86
87 Chandigarh Business School of Administration, Mohali Punjab North P 110.8 87
88 Institute of Management Technology, Hyderabad Telangana South P 110.4 88
89 IIKM Business School, Chennai Tamil Nadu South P 110.1 89
90 Calcutta Business School, Bishnupur West Bengal East P 110.0 90
92 Neville Wadia Inst. of Mgmt. Studies and Research, Pune Maharashtra West P 108.8 92
93 Apeejay School of Management, New Delhi Delhi North P 108.2 93
94 IBMR Business School, Gurugram Haryana North P 108.0 94
95 KCT Business School, Coimbatore Tamil Nadu South P 107.6 95
97 Intl. School of Informatics & Mgmt. Technical Campus, Jaipur Rajasthan North P 107.4 97
99 School of Business, Galgotias University, Greater Noida Uttar Pradesh North P 107.2 99
TOP 100: ROI
RANK GOVT/ DOMESTIC DOMESTIC OVERALL
(ROI) INSTITUTE STATE PVT TUITION AVERAGE ROI RANK
FEE (`) SALARY (`) 2018
1 Faculty of Management Studies, University of Delhi Delhi G 21,560 21,10,000 97.87 9
2 Dept. of Commerce, DSE, University of Delhi Delhi G 30,392 9,32,000 30.67 46
3 Dept. of Business Mgmt., University of Calcutta West Bengal G 15,488 3,60,000 23.24 98
4 Dept of Commerce & Mgmt., KSKV Kachchh Univ., Bhuj Gujarat G 8,400 1,44,000 17.14 290
5 Sydenham Inst. of Mgmt. Studies, Research & Entrp. Edu., Mumbai Maharashtra G 1,38,000 10,92,000 7.91 44
6 Easwari Engineering College, Chennai Tamil Nadu P 60,000 4,00,000 6.67 205
7 CMR College of Engineering and Technology, Hyderabad Telangana P 70,000 4,00,000 5.71 224
8 Vivekananda Inst. of Information and Mgmt. Studies, Tiruchengode Tamil Nadu P 63,000 3,50,000 5.56 238
9 Faculty of Mgmt. Studies, M.S. Univ of Baroda, Vadodara Gujarat G 80,000 4,20,000 5.25 262
10 Chaitanya Bharathi Institute of Technology, Hyderabad Telangana P 86,000 4,50,000 5.23 277
11 ADMI for Financial and Mgmt. Studies, University of Mumbai Maharashtra P 82,000 4,10,000 5.00 202
12 The Business School, University of Jammu, Jammu J&K G 77,162 3,75,000 4.86 214
13 Jamnalal Bajaj Institute of Management Studies, Mumbai Maharashtra G 4,00,000 18,91,000 4.73 23
14 M.A.M. B-School, Tiruchirappalli Tamil Nadu P 70,000 3,25,000 4.64 285
15 PSG Institute of Management, Coimbatore Tamil Nadu P 1,80,000 8,30,000 4.61 50
16 School of Management, Pondicherry University, Puducherry Puducherry G 80,000 3,50,000 4.38 94
17 Shailesh J. Mehta School of Management, IIT Bombay Maharashtra G 4,37,752 19,06,000 4.35 16
18 Bharath Institute of Higher Education and Research, Chennai Tamil Nadu P 2,00,000 8,40,000 4.20 154
18 R.V. Institute of Management, Bengaluru Karnataka P 1,00,000 4,20,000 4.20 149
20 PCTE, Ludhiana Punjab P 1,20,000 5,00,000 4.17 82
21 School of Mgmt. Studies, Motilal Nehru, NIT, Allahabad Uttar Pradesh G 1,07,802 4,36,000 4.04 65
22 School of Management Studies, NIT, Calicut Kerala G 1,60,000 6,42,000 4.01 80
23 Department of Mgmt. Studies, SJB Institute of Tech., Bengaluru Karnataka P 1,08,000 4,32,000 4.00 269
24 Institute of Business Management & Research, Hubli Karnataka P 54,390 2,10,000 3.86 293
25 St. Joseph's Degree & PG College, Hyderabad Telangana P 1,00,000 3,59,934 3.60 223
26 Dept of Mgmt. Studies, Valliammai Engg College, Kanchipuram Tamil Nadu P 60,000 2,13,589 3.56 281
27 Dr. Panjabrao Deshmukh Inst. of Mgmt. Tech. & Research, Nagpur Maharashtra P 84,400 3,00,000 3.55 263
28 AMS School of Informatics, Hyderabad Telangana P 78,500 2,75,000 3.50 299
28 Vel Tech HT Dr.Rangarajan Dr.Sakunthala Engg. College, Chennai Tamil Nadu P 1,00,000 3,50,000 3.50 188
30 Department of Business Administration, Tezpur University, Tezpur Assam G 1,16,058 4,05,000 3.49 128
31 Dept. of Business Mgmt., SNV Mahavidyalaya, Hyderabad Telangana P 45,500 1,50,000 3.30 300
32 School of Mgmt. Studies, Bannari Amman Inst. of Tech., Erode Tamil Nadu P 1,00,000 3,20,000 3.20 109
33 Indo Global College of Management and Tech, New Chandigarh Punjab P 1,74,000 5,50,000 3.16 136
34 Tilak Raj Chadha Inst. of Management & Tech, Yamuna Nagar Haryana P 96,000 3,00,000 3.13 219
35 Virudhunagar Hindu Nadar's SN College, Virudhunagar Tamil Nadu P 96,200 3,00,000 3.12 247
36 SNS College of Technology, Coimbatore Tamil Nadu P 70,000 2,17,000 3.10 182
37 Atharva Institute of Management Studies, Mumbai Maharashtra P 2,27,000 7,00,000 3.08 143
38 School of Hospitality and Tourism Management, Jammu J&K P 71,122 2,16,000 3.04 209
39 Future Institute of Management & Technology, Bareilly Uttar Pradesh P 1,00,000 3,00,000 3.00 233
39 DAV Institute of Management, Faridabad Haryana P 80,000 2,40,000 3.00 260
41 Department of Management Studies, NIT, Tiruchippalli Tamil Nadu G 2,17,400 6,50,000 2.99 47
42 Rungta College of Engineering & Technology, Bhilai Chhattisgarh P 1,31,080 3,80,000 2.90 114
43 Sinhgad Business School, Pune Maharashtra p 1,22,000 3,50,000 2.87 280
44 Int'l School of Informatics & Mgmt. Technical Campus, Jaipur Rajasthan P 1,40,000 4,00,000 2.86 124
44 People's Institute of Management & Research, Bhopal Madhya Pradesh P 1,40,000 4,00,000 2.86 245
46 Dept. of Management Studies, SJC Institute of Tech., Chickballapur Karnataka P 1,20,000 3,40,000 2.83 287
47 Roorkee Institute of Technology, Roorkee Uttarakhand P 1,60,000 4,50,000 2.81 156
48 Vinod Gupta School of Management, IIT, Kharagpur West Bengal G 6,00,000 16,29,000 2.72 20
49 Dept. of Mgmt. Studies, Mepco Schlenk Engg. College, Sivakasi Tamil Nadu P 1,66,000 4,50,000 2.71 123
50 Dept of MBA, Sagar Institute of Research & Tech, Bhopal Madhya Pradesh P 1,12,000 3,00,000 2.68 289
Note: The tuition fee is as reported by the institutes and does not
INDIA’S BEST B-SCHOOLS cover other expenses like books, hostel fee, library charges, etc.
Top 100: ROI
RANK GOVT/ DOMESTIC DOMESTIC OVERALL

(ROI) INSTITUTE STATE PVT TUITION AVERAGE ROI RANK
FEE (`) SALARY (`) 2018
51 The Oxford College of Engineering, Bengaluru Karnataka P 1,60,000 4,20,000 2.63 265
52 Prestige Institute of Management, Gwalior Madhya Pradesh P 1,62,800 4,25,000 2.61 122
53 Baba Farid College of Management & Technology, Bathinda Punjab P 1,00,920 2,58,000 2.56 266
54 Prestige Institute of Management, Dewas Madhya Pradesh P 1,10,000 2,80,000 2.55 163
55 Prestige Institute of Management and Research, Indore Madhya Pradesh P 1,78,000 4,50,000 2.53 71
56 BLDE Association’s A.S. Patil College of Comm., MBA Prog., Vijayapur Karnataka P 1,00,000 2,50,000 2.50 226
56 Acropolis Faculty of Management and Research, Indore Madhya Pradesh P 1,20,000 3,00,000 2.50 284
58 S. P. Jain Institute of Management & Research, Mumbai Maharashtra P 9,00,000 22,24,000 2.47 6
59 Amrapali Inst. of Mgmt. & Computer Applications, Haldwani Uttarakhand P 1,00,000 2,43,000 2.43 246
60 Aristotle PG College, Moinabad Telangana P 1,00,000 2,40,000 2.40 228
61 Dept of Business Administration, ABES Engg. College, Ghaziabad Uttar Pradesh P 2,20,000 5,11,000 2.32 176
62 DMSR (GS College of Commerce and Economics), Nagpur Maharashtra P 1,48,820 3,40,000 2.28 259
62 MGM Institute of Management, Aurangabad Maharashtra P 1,31,818 3,00,000 2.28 232
64 School of Mgmt., Vel Tech RDS R&D Inst., Chennai Tamil Nadu P 1,60,000 3,63,000 2.27 136
65 Balaji Institute of Management and HR Development, Pune Maharashtra P 3,54,000 8,00,000 2.26 89
66 Maharaja Agrasen Institute of Mgmt. and Tech., Yamuna Nagar Haryana P 82,000 1,80,000 2.20 221
67 Francis Xavier Engineering College, Tirunelveli Tamil Nadu P 1,65,000 3,60,200 2.18 212
68 PSNA College of Engineering and Technology, Dindigul Tamil Nadu P 1,70,000 3,68,000 2.16 135
69 Greater Noida Institute of Technology, Greater Noida Uttar Pradesh P 1,72,200 3,67,000 2.13 267
70 National Institute of Agricultural Extension Mgmt., Hyderabad Telangana G 4,05,000 8,56,000 2.11 41
71 Astha School of Management, Bhubaneswar Odisha P 1,60,000 3,35,000 2.09 230
72 Department of Management Studies, IIT Delhi Delhi G 8,00,000 16,54,000 2.07 20
72 Department of Management Studies, IIT Madras Tamil Nadu G 6,00,000 12,40,000 2.07 38
74 J. J. College of Engineering and Technology, Tiruchirappalli Tamil Nadu P 1,10,000 2,25,000 2.05 271
75 AIMS School of Business, Bengaluru Karnataka P 4,00,000 8,15,000 2.04 52
76 Chandigarh Business School of Administration, Mohali Punjab P 1,76,000 3,50,000 1.99 196
77 IPS Academy, Inst. of Business Mgmt and Research, Indore Madhya Pradesh P 1,69,500 3,36,000 1.98 213
78 OM Kothari Institute of Management & Research, Kota Rajasthan P 1,22,000 2,40,000 1.97 189
79 Rajeev Business School, Pune Maharashtra P 2,15,000 4,20,000 1.95 153
80 Marathwada Mitramandal Inst. of Mgmt. Edu. R&T, Pune Maharashtra P 1,45,000 2,80,000 1.93 292
81 XLRI-Xavier School of Management, Jameshedpur Jharkhand P 10,74,000 20,00,000 1.86 4
82 RMD Sinhgad School of Management Studies, Pune Maharashtra P 1,62,654 3,00,000 1.84 296
82 Shri Jaysukhlal Vadhar Inst. of Management Studies, Jamnagar Gujarat P 1,22,000 2,25,000 1.84 130
84 Indian Institute of Management, Calcutta West Bengal G 13,17,000 23,74,000 1.80 2
84 Dept. of Business Administration, M K Bhavnagar Univ, Bhavnagar Gujarat G 1,00,000 1,80,000 1.80 283
86 Ajay Kumar Garg Institute of Management, Ghaziabad Uttar Pradesh P 1,87,886 3,35,000 1.78 118
86 Hallmark Business School, Tiruchirappalli Tamil Nadu P 2,00,000 3,55,000 1.78 227
88 Gandhi Institute For Tech. Advancement, Bhubaneswar Odisha P 3,12,000 5,50,000 1.76 210
88 Faculty of Mgmt. Science, SRMS College of Engg. and Tech., Bareilly Uttar Pradesh P 1,98,564 3,50,000 1.76 157
88 Department of Management Studies, IIT (ISM), Dhanbad Jharkhand G 3,57,900 6,30,000 1.76 81
91 Patel Group of Institutions, Bhopal Madhya Pradesh P 1,20,000 2,10,000 1.75 297
92 MS Ramaiah Institute of Management, Bengaluru Karnataka P 2,60,000 4,50,000 1.73 166
92 Vivekananda Institute of Management Studies, Coimbatore Tamil Nadu P 2,28,000 3,94,000 1.73 149
94 Seshadripuram Institute of Management Studies, Bengaluru Karnataka P 1,75,000 3,00,000 1.71 279
95 Indian Institute of Management, Kashipur Uttarakhand G 7,31,160 12,19,000 1.67 32
95 Sri Sairam Institute of Management Studies, Chennai Tamil Nadu P 2,40,000 4,00,000 1.67 144
97 Sheila Raheja School of Business Mgmt & Research, Mumbai Maharashtra P 2,22,407 3,70,000 1.66 272
98 Dept. of Business Mgmt., Pranveer Singh Inst of Tech., Kanpur Uttar Pradesh P 2,18,592 3,60,000 1.65 241
99 Lala Lajpatrai Institute of Management, Mumbai Maharashtra P 2,64,000 4,28,000 1.62 197
100 DBA&R, Shri Sant Gajanan Maharaj College of Engg., Shegaon Maharashtra P 1,87,500 3,00,000 1.60 198
ZONAL RANKING
East
ZONAL INSTITUTE STATE GOVT/ TOTAL ALL INDIA

RANK PVT SCORE 1,000 RANK 2018
1 Indian Institute of Management, Calcutta West Bengal G 874.1 2

2 XLRI, Jamshedpur Jharkhand P 838.8 4
3 Indian Institute of Management, Shillong Meghalaya G 737.7 14
4 Vinod Gupta School of Management, IIT Kharagpur West Bengal G 736.0 20
5 Xavier Institute of Management, Xavier University, Bhubaneswar Odisha P 733.5 22
6 Indian Institute of Management Raipur Chhattisgarh G 690.1 40
7 School of Management, KIIT University, Bhubaneswar Odisha P 649.7 55
8 Indian Inst. of Social Welfare and Business Management, Kolkata West Bengal G 633.4 69
9 International Management Institute, Bhubaneswar Odisha P 611.0 79
10 Department of Management Studies, IIT (ISM), Dhanbad Jharkhand G 609.3 81
11 Department of Business Management, University of Calcutta West Bengal G 581.9 98
12 Regional College of Management, Bhubaneswar Odisha P 580.6 99
13 Rungta College of Engineering & Technology, Bhilai Chhattisgarh P 564.6 114
14 Calcutta Business School, Kolkata West Bengal P 559.8 120
15 Department of Business Administration, Tezpur University, Tezpur Assam G 554.0 128
16 Institute of Management & Information Science, Bhubaneswar Odisha P 550.1 133
17 Gandhi Institute For Technological Advancement, Bhubaneswar Odisha P 485.4 210
18 Institute of Engineering & Management, Kolkata West Bengal P 484.5 211
19 Astha School of Management, Bhubaneswar Odisha P 460.7 230
20 Gandhi Institute of Management Studies, Gunupur Odisha P 454.5 231
North
ZONAL GOVT/ TOTAL ALL INDIA

RANK INSTITUTE STATE PVT SCORE 1,000 RANK 2018
1 Management Development Institute, Gurugram Haryana P 809.0 5

2 Faculty of Management Studies, University of Delhi, New Delhi Delhi G 772.3 9
3 Indian Institute of Foreign Trade, New Delhi Delhi G 769.4 10
4 Institute of Management Technology, Ghaziabad Uttar Pradesh P 744.6 12
5 International Management Institute, New Delhi Delhi P 740.9 13
6 Department of Management Studies, IIT Delhi Delhi G 736.0 20
7 Indian Institute of Management, Udaipur Rajasthan G 716.2 25
8 Birla Institute of Management Technology, Greater Noida Uttar Pradesh P 714.9 27
9 Lal Bahadur Shastri Institute of Management, New Delhi Delhi P 706.7 30
10 Indian Institute of Management, Kashipur Uttarakhand G 702.3 32
11 Indian Institute of Management, Rohtak Haryana G 691.9 36
12 Department of Management Studies, IIT Roorkee Uttarakhand G 689.7 43
13 Asia Pacific Institute of Management, New Delhi Delhi P 672.9 45
14 Dept. of Commerce, Delhi School of Economics, New Delhi Delhi G 672.1 46
15 Amity Business School, Amity University, Noida Uttar Pradesh P 669.0 48
16 IILM Institute for Business and Management, Gurugram Haryana P 649.6 56
17 School of Management Studies, MNNIT, Allahabad Uttar Pradesh G 639.0 65
18 IILM Institute For Higher Education, New Delhi Delhi P 634.3 68
19 Jagan Institute of Management Studies, New Delhi Delhi P 632.6 70
20 Jaipuria Institute of Management, Lucknow Uttar Pradesh P 627.2 72
Ranking is based on objective data only. Only those B-schools that
that fulfilled the below mentioned criteria were considered eligible for
participation in ranking: i) Minimum three batches passed out; ii) Offer-
ing full-time postgraduate programme in management. All scores have
been rounded off to one decimal place; this may result in rounding off
INDIA’S BEST B-SCHOOLS errors while adding the parameter-wise score. NP: Not participated
Zonal Ranking
South
ZONAL INSTITUTE STATE GOVT/ TOTAL ALL INDIA

RANK PVT SCORE 1,000 RANK 2018
1 Indian Institute of Management, Bangalore Karnataka G 860.8 3

2 Indian Institute of Management, Kozhikode Kerala G 783.9 8
3 Great Lakes Institute of Management, Chennai Tamil Nadu P 737.3 15
4 Indian Institute of Management Tiruchirappalli Tamil Nadu G 737.2 16
5 T. A. Pai Management Institute, Manipal Karnataka P 736.3 19
6 IFIM Business School, Bengaluru Karnataka P 714.7 28
7 SVKM's Narsee Monjee Institute of Mgmt Studies, Bengaluru Karnataka P 713.2 29
8 Bharathidasan Institute of Management, Tiruchirappalli Tamil Nadu P 692.2 35
9 Department of Management Studies, IIT Madras Tamil Nadu G 691.2 38
10 ICFAI Business School, Hyderabad Telangana P 690.7 39
11 National Institute of Agricultural Extension Mgmt., Hyderabad Telangana G 690.0 41
11 Rajagiri Centre For Business Studies, Kochi Kerala P 690.0 41
13 Department of Management Studies, NIT, Tiruchippalli Tamil Nadu G 671.3 47
14 Loyola Institute of Business Administration, Chennai Tamil Nadu P 665.1 49
15 PSG Institute of Management, Coimbatore Tamil Nadu P 664.4 50
16 AIMS School of Business, Bengaluru Karnataka P 653.8 52
17 Institute of Public Enterprise, Hyderabad Telangana G 651.9 53
18 Institute of Management Christ (Deemed to be University), Bengaluru Karnataka P 647.4 57
19 Prin. L.N. Welingkar Institute of Mgmt. Dev. Research, Bengaluru Karnataka P 645.9 60
20 SCMS Cochin School of Business, Kochi Kerala P 642.8 62
West
ZONAL GOVT/ TOTAL ALL INDIA

RANK INSTITUTE STATE PVT SCORE 1,000 RANK 2018
1 Indian Institute of Management, Ahmedabad Gujarat G 878.1 1

2 S.P. Jain Institute of Management & Research, Mumbai Maharashtra P 807.9 6
3 Indian Institute of Management, Indore Madhya Pradesh G 784.7 7
4 SVKM's NMIMS, School of Business Management, Mumbai Maharashtra P 746.7 11
5 Shailesh J. Mehta School of Management, IIT Bombay Maharashtra G 737.2 16
6 Symbiosis Institute of Business Management, Pune Maharashtra P 737.0 18
7 Jamnalal Bajaj Institute of Management Studies, Mumbai Maharashtra G 719.5 23
8 Symbiosis Centre for Management & HR Development, Pune Maharashtra P 719.4 24
9 K.J. Somaiya Institute of Mgmt Studies and Research, Mumbai Maharashtra P 715.6 26
10 Goa Institute of Management, Sanquelim Goa P 706.2 31
11 Institute of Rural Management Anand Gujarat P 695.3 33
12 Prin. L.N. Welingkar Institute of Mgmt. Dev. & Research, Mumbai Maharashtra P 692.9 34
13 Institute of Management, Nirma University, Ahmedabad Gujarat P 691.3 37
14 Sydenham Inst. of Mgmt. Studies, Research & Entrp. Edu., Mumbai Maharashtra G 682.0 44
15 Balaji Institute of Modern Management, Pune Maharashtra P 663.2 51
16 SIES College of Management Studies, Navi Mumbai Maharashtra P 650.4 54
17 Institute for Technology and Management, Navi Mumbai Maharashtra P 647.3 58
18 Institute of Management Technology, Nagpur Maharashtra P 646.9 59
19 Indian Institute of Forest Management, Bhopal Madhya Pradesh G 645.9 60
20 Symbiosis Institute of International Business, Pune Maharashtra P 636.5 67
METRO RANKING
METRO GOVT/ TOTAL ALL INDIA
RANK INSTITUTE PVT SCORE 1,000 RANK 2018
Bengaluru
1 Indian Institute of Management G 860.8 3
2 IFIM Business School P 714.7 28
3 SVKM's Narsee Monjee Institute of Management Studies P 713.2 29
4 AIMS School of Business P 653.8 52
5 Institute of Management Christ (Deemed to be University) P 647.4 57
6 Prin. L.N. Welingkar Institute of Management Development Research P 645.9 60
7 Indus Business Academy P 638.1 66
8 Kristu Jayanti College P 582.3 97
9 Acharya Bangalore B-School P 573.6 107
10 R.V. Institute of Management P 545.7 149
Chennai
1 Great Lakes Institute of Management P 737.3 15
2 Department of Management Studies, Indian Institute of Technology Madras G 691.2 38
3 Loyola Institute of Business Administration P 665.1 49
4 School of Management, Hindustan Institute of Technology and Science P 583.0 95
5 SRM School of Management P 572.9 102
6 IIKM Business School P 553.9 129
7 School of Mgmt, Vel Tech Rangarajan Dr. Sagunthala R&D Inst. of Science and Tech P 548.5 136
8 Sri Sairam Institute of Management Studies P 547.7 144
9 Saveetha School of Management P 547.1 145
10 Bharath Institute of Higher Education and Research P 542.2 154
NCR
1 Management Development Institute, Gurugram P 809.0 5
2 Faculty of Management Studies, University of Delhi, New Delhi G 772.3 9
3 Indian Institute of Foreign Trade, New Delhi G 769.4 10
4 Institute of Management Technology, Ghaziabad P 744.6 12
5 International Management Institute, New Delhi P 740.9 13
6 Department of Management Studies, IIT, Delhi G 736.0 20
7 Birla Institute of Management Technology, Greater Noida P 714.9 27
8 Lal Bahadur Shastri Institute of Management, New Delhi P 706.7 30
9 Asia Pacific Institute of Management, New Delhi P 672.9 45
10 Dept. of Commerce, Faculty of Commerce and Business, DSE, New Delhi G 672.1 46
INDIAN INSTITUTE
860.8
Ranking is based on objective data only. Only those B-
schools which submitted objective data have been ranked.
OF MANAGEMENT, Institutes like IIM-L, ISB Hyderabad, etc., which did not
BANGALORE submit their objective data on time or refused to participate,
have not been ranked. Only the colleges that fulfilled the
below criteria were considered eligible: i) Minimum three
Has been ranked No.3
batches passed out; ii) Offering full-time postgraduate pro-
overall this year. It did gramme in management. All scores have been rounded off
not participate in 2017 to one decimal place; this may result in rounding off errors
while adding the parameter-wise score. NP: Not participated
Metro Ranking
METRO GOVT/ TOTAL ALL INDIA

RANK INSTITUTE PVT SCORE 1,000 RANK 2018
Hyderabad
1 ICFAI Business School P 690.7 39
2 National Institute of Agricultural Extension Management G 690.0 41
3 Institute of Public Enterprise G 651.9 53
4 Institute of Management Technology P 601.4 87
5 ICBM School of Business Excellence P 561.2 119
6 Aurora’s Business School P 548.5 136
7 Dhruva College of Management P 543.6 152
8 Vignana Jyothi Institute of Management P 473.1 218
9 St. Joseph’s Degree & PG College P 469.9 223
10 CMR College of Engineering and Technology P 465.9 224
Kolkata
1 Indian Institute of Management G 874.1 2
2 Indian Institute of Social Welfare and Business Management G 633.4 69
3 Department of Business Management, University of Calcutta G 581.9 98
4 Institute of Engineering & Management P 484.5 211
5 Bharatiya Vidya Bhavan Institute of Management Science P 445.1 240
6 IMS Business School P 360.8 291
Mumbai
1 S.P. Jain Institute of Management & Research P 807.9 6
2 SVKM’s NMIMS, School of Business Management P 746.7 11
3 Shailesh J. Mehta School of Management, IIT Bombay G 737.2 16
4 Jamnalal Bajaj Institute of Management Studies G 719.5 23
5 K.J. Somaiya Institute of Management Studies and Research P 715.6 26
6 Prin. L.N. Welingkar Institute of Management Development & Research P 692.9 34
7 Sydenham Institute of Mgmt. Studies, Research & Entrepreneurship Education G 682.0 44
8 SIES College of Management Studies P 650.4 54
9 Institute for Technology and Management P 647.3 58
10 N. L. Dalmia Institute of Management Studies and Research P 603.7 84
Pune
1 Symbiosis Institute of Business Management P 737.0 18
2 Symbiosis Centre for Management & Human Resource Development P 719.4 24
3 Balaji Institute of Modern Management P 663.2 51
4 Symbiosis Institute of International Business P 636.5 67
5 Pune Institute of Business Management P 624.3 74
6 Symbiosis Institute of Telecom Management P 620.7 76
7 Vaikunth Mehta National Institute of Cooperative Management G 615.3 77
8 International School of Business & Media P 602.2 85
9 Balaji Institute of Management and Human Resource Development P 600.3 89
10 IIEBM, Indus Business School P 577.9 104

GOVERNMENT/
PRIVATE
RANK TOTAL ALL INDIA
GOVT INSTITUTE STATE SCORE 1,000 RANK 2018
1 Indian Institute of Management, Ahmedabad Gujarat 878.1 1

2 Indian Institute of Management, Calcutta West Bengal 874.1 2
3 Indian Institute of Management, Bangalore Karnataka 860.8 3
4 Indian Institute of Management, Indore Madhya Pradesh 784.7 7
5 Indian Institute of Management, Kozhikode Kerala 783.9 8
6 Faculty of Management Studies, University of Delhi, New Delhi Delhi 772.3 9
7 Indian Institute of Foreign Trade, New Delhi Delhi 769.4 10
8 Indian Institute of Management, Shillong Meghalaya 737.7 14
9 Indian Institute of Management, Tiruchirappalli Tamil Nadu 737.2 16
9 Shailesh J. Mehta School of Management, IIT Bombay Maharashtra 737.2 16
11 Vinod Gupta School of Management, IIT Kharagpur West Bengal 736.0 20
11 Department of Management Studies, IIT Delhi Delhi 736.0 20
13 Jamnalal Bajaj Institute of Management Studies, Mumbai Maharashtra 719.5 23
14 Indian Institute of Management, Udaipur Rajasthan 716.2 25
15 Indian Institute of Management, Kashipur Uttarakhand 702.3 32
RANK TOTAL ALL INDIA

PVT INSTITUTE STATE SCORE 1,000 RANK 2018
1 XLRI-Xavier School of Management, Jamshedpur Jharkhand 838.8 4

2 Management Development Institute, Gurugram Haryana 809.0 5
3 S.P. Jain Institute of Management & Research, Mumbai Maharashtra 807.9 6
4 SVKM's NMIMS, School of Business Management, Mumbai Maharashtra 746.7 11
5 Institute of Management Technology, Ghaziabad Uttar Pradesh 744.6 12
6 International Management Institute, New Delhi Delhi 740.9 13
7 Great Lakes Institute of Management, Chennai Tamil Nadu 737.3 15
8 Symbiosis Institute of Business Management, Pune Maharashtra 737.0 18
9 T. A. Pai Management Institute, Manipal Karnataka 736.3 19
10 Xavier Institute of management, Xavier University, Bhubaneswar Odisha 733.5 22
11 Symbiosis Centre for Management & Human Resource Development, Pune Maharashtra 719.4 24
12 K.J. Somaiya Institute of Management Studies and Research, Mumbai Maharashtra 715.6 26
13 Birla Institute of Management Technology, Greater Noida Uttar Pradesh 714.9 27
14 IFIM Business School, Bengaluru Karnataka 714.7 28
15 SVKM's Narsee Monjee Institute of Management Studies, Bengaluru Karnataka 713.2 29
GOVERNMENT
7
Ranking is based on objective data only. Only those B-schools which sub-
mitted their objective data have been ranked. Institutes like IIM-L,
B-SCHOOLS
ISB Hyderabad, etc., which did not submit their objective data on time or
DO WELL refused to participate, have not been ranked. Only those colleges which
fulfilled the below criteria were considered eligible for participation in rank-
Number of schools ing: i) Minimum three batches passed out; ii) Offering full-time postgraduate
programme in management. All scores have been rounded off to one deci-
in Top 10 that are mal place; this may result in rounding off errors while adding the parameter-
government supported wise score. NP: Not participated
THE HUB PRODUCT DEVELOPMENT
WHY PERSONAS
DRIVE SUCCESS
Creating personas or fictional
representations of customers
gives clarity to user needs as early
as the product blueprinting stage.
By Dan Adams and M. Muneer
IVEN THAT THREE OUT of four new prod-

ucts fail dismally in the industrial or the
business-to-business (B2B) market, there
has to be a better way to developing new
products. We outline a model that may not
seem hugely significant at first, but it is both
effective and powerful.
When companies attempt to design new
products, the difficulty is to get the combined
marketing and development teams to agree
on decisions. Poor decisions result in subopti-
mal products that are either too expensive or
useless in terms of value addition. Poor prod-
ucts destroy resources, brands, companies
and careers. So, the use of personas is a new
way to keep customers in mind throughout
the development process.
Personas are hypothetical archetypes of
real persons, and we essentially define them

PRODUCT DEVELOPMENT
by their objectives, which means the ‘job to be done’ (JTBD) by each cat-
egory. In brief, a persona will represent the individuals within a market who GETTING CLARITY ON THE
seek to accomplish the same task, solve the same problem or achieve the
same goal. But rather than branding them as soccer moms or metrosexuals,
TYPES OF CUSTOMERS
we give them identities so that we can easily empathise with their issues.
For instance, instead of solving a problem for the oil drilling industry, let
WHO BENEFIT FROM YOUR
us solve a problem for Mukesh. He is a fracking technician from Jamnagar
and spends 70 per cent of his time on the road, travelling to remote corners
OFFERINGS AND THE
of Gujarat and trying to coax stingy oil reserves out of their prehistoric
hutches. The Income Tax department may not find Mukesh in the tax regis-
CHALLENGES YOU SOLVE
ter as he is, well, fictitious. But he is very much alive in our imagination, liv-
ing the pain and frustration that actual customers experience. So, we have
FOR THEM IS CRITICAL TO
created Mukesh. We started with his JTBD, which was opening oil wells GROWING YOUR BUSINESS
via fracking, and continued his development with demographic descriptors
(age, race, appearance and so on), and of course, gave him a name. PROFITABLY
The persona technique rose from software development when savvy
product managers realised the difficulties that an experienced developer
had while trying to understand the expectations of technically challenged
customers. It will ultimately prove useful for B2B and B2C segments.
Here are four best practices to trigger growth for your clients: of customers who benefit from your
Design for just one person. Does it seem counterintuitive? Think about offerings and the challenges you solve
breakfast cereals. Hari, the jogger, is male, 42 and active. His breakfast for them is critical to growing your
JTBD is to maintain his energy throughout the long run every day. On the business profitably.
other hand, Nishi, the busy mom, is 33, struggles with her weight and barely Initially backed by customer ad-
has the time to get her kids off to school every morning. Her JTBD is to lose vocates within the community of soft-
a few pounds. If we were going to create a breakfast cereal for a generic user, ware developers, the persona model
we might somehow average these objectives. But combining Hari’s high-en- later found allies in design thinking
ergy needs with Nishi’s low-calorie requirements could result in an outcome pioneers and finally, the broader
that neither wants. Trying to please everyone, we end up pleasing no one. research and product development
Give specific details. After defining the JTBD, we assign all relevant community. Because, in spite of dif-
demographic details to each persona to make him/her as credible as pos- ferences among product development
sible. Consider healthcare, a common B2B space. If we are doing a product cultures across industry segments,
blueprinting for a new medical device, we may have Deshmukh, the Doctor, all businesses must address customer
and Nigam, the Nurse, as personas as both of them may use the device. needs and the persona model will have
Go for precision rather than perfection. Precision reduces uncertainty a broad application as it helps compa-
during product development and keeps the design team aligned so that ev- nies develop a common understanding
eryone can work towards the same outcome. A suboptimal decision in which of their customers.
a team acts cohesively is preferred than the perfect decision executed with The model can also accelerate
doubt and vacillation. In this year’s FIFA World Cup final, champions France development for B2B owners and
went for precision play to score goals. All 10 members (barring the goalkeep- CEOs by driving alignment around
er) of the team executed the same precision play as per their strategy. When key findings from new product
we say precision, we mean a precisely defined person and a precisely defined blueprinting projects. In that sense,
job. There should be no wiggle room and no scope for confusion. it is a communication tool to amplify
Separate user and buyer personas. Imagine you are in the business of what has been learnt. Businesses can
developing chemical pesticides and want to have a better understanding of also use it as part of product objectives
all stakeholders. For this market, you have created a persona for the worker post preference ranking, a technique
who applies the chemicals and another one for the on-site supervisor who used to convert stated preferences into
is responsible for the results. These two are the main users. But in the B2B purchase probabilities. As personas
space, you also have purchase influencers and need to create buyer personas. are developed based on qualitative
In this case, it should be the company owner and other relevant people such and quantitative insights, they will live
as quality and safety managers, procurers and so on. throughout the development phase
That brings us to the question of whether or not all types of B2B and even during the product launch.
companies should leverage the persona factor. Buyer and user personas
are research-based profiles that represent your target audience and can Dan Adams is Founder of AIM Institute,
help you unearth key insights on developing new products. If there is one US, and M. Muneer is Co-founder and
thing that separates profitable businesses from the rest, it is their ability Chief Evangelist of Medici Institute,
to unearth unique insights into customers. Getting clarity on the types a non-profit organisation

Making
Process
Improvements
Stick Early excitement
usually leads to
backsliding.
Illustrations by Ajay Thakuri
S
TARTING WITH Frederick Taylor and W. Edwards
Deming, managers have long been obsessed with
ways to improve business processes. And in the
past 20 years, a host of improvement initiatives,
including lean production, Six Sigma, and agile,
have swept through a range of industries. Studies
show that companies embracing such techniques
may enjoy significant improvements in efficiency
and costs. But when the University of North Caro-
lina’s Brad Staats and the University of Oxford’s
MANAGEMENT
Matthias Holweg and David Upton which improvements were temporary,

looked at the benefits, they noticed a only slightly more than one-third of
gap. “These things always work well projects held on to gains after two years.
initially, but often the gains fade very The researchers also explored
quickly,” Holweg says. “It’s always felt whether projects that were initially suc-
like researchers were telling only half cessful could not only preserve the gains
the story. It’s not just about putting the but also show continuous improvement
programmes in place – it’s also about – getting progressively better over time,
making them stick.” which is the goal of many lean projects.
To understand why some improve- Just 51 per cent of them were continuing
ments are sustained and others aren’t, to improve a year after launch; after two
the researchers examined 204 lean years the figure dropped to 36 per cent.
projects launched from 2012 to 2017 at Seeking to understand these find-
a European bank with more than 2,000 ings, the researchers looked at factors
branches in 14 countries and serving identified in previous research as
more than 16 million customers. The influencing the initial success of lean
lean initiative, started by the head office, projects: the experience of local leaders
was supported by a global consulting driving implementation, the level of
firm, which helped create an in-house training provided, and teams’ familiar-
academy to train lean “champions” at ity in working together. None explained
each regional subsidiary. Initial projects the difference, suggesting that what
focussed on processes (such as opening accounts for initial success is different
an account and making a wire transfer) from what’s needed to hold on to gains
that could benefit from decreased hand- or to improve further.
offs and fewer steps and were common Interviews with lean champions
to all regions. The regional offices sub- in the bank’s 14 countries provided
sequently identified additional projects some insight. Managers said that one
according to their needs. The projects condition needed to keep improving
shared an overarching goal: to increase was visible support from board mem-
labour productivity, a key variable in bers and senior leadership – without
service operations. it, frontline workers believe that the
At first glance, the initiative ap- company’s enthusiasm for the effort
peared to be a great success. Over the has waned, and backsliding ensues.
first four years the bank launched 33 They also cited the need for consis-
to 51 projects every six months, each tent measurement and monitoring
involving 1,600 employees, on average. and noted that problems arise when
Initial improvements in efficiency significant early improvements give
A TROUBLESOME
averaged 10 per cent; the gains rose way to diminishing returns. “Address-
OBSTACLE TO
to 20 per cent after a year and 31 per ing the low-hanging fruit is easy; it
SUSTAINED
cent after two years. Those numbers becomes harder in the long term,” one
IMPROVEMENT
are in line with the best-performing lean champion told the researchers.
lean implementations in any industry,
IS INITIATIVE The data reinforces these observa-
the researchers say, and the bank was FATIGUE, WHICH tions. Projects with strong support
rightly very pleased. OCCURS WHEN from the head office showed 35 per
But when the researchers looked LEADERS JUMP TOO cent greater improvement after a year
more closely, they found a more com- QUICKLY FROM ONE than ones without that support; they
plicated picture. Despite the impressive IMPROVEMENT FAD were also less likely to backslide, with
aggregate gains, 21 per cent of projects TO ANOTHER 79 per cent performing above baseline
failed to yield any improvements. And after a year, compared with 61 per
among the 79 per cent that showed cent of projects not driven by the head
initial improvements, many regressed: office. “Senior leadership, through
Only 73 per cent were still producing paying attention to the lean improve-
results above baseline after a year, and ments, clearly has a major enabling
after two years the number fell to 44 role in sustaining improvements,” the
per cent. Adding up the projects that researchers write. Some companies
had no improvements and the ones for hope that a continuous-improvement

MANAGEMENT
“LEADERS MUST MAKE

mentality will become embedded
in their culture and will motivate
SENSE OF THESE THINGS”
Helen Bevan has spent 25 years overseeing change
frontline workers even without the
initiatives at England’s National Health Service,
involvement of senior leaders, but which serves more than 50 million patients and
this work suggests that hope may employs 1.2 million health care stafers. She spoke
be unrealistic. with HBR about the challenges of preserving the
The researchers also interviewed gains from one initiative while launching new
executives with deep experience eforts. Edited excerpts follow.
leading lean initiatives across a
range of industries; from this, they Q: Why is it so hard to sustain an values. So, we show data and avoid
identified three ways in which initiative’s improvements? jargon. If we talk about “lean” and
organisations can help initiatives A: It’s an issue of energy. And when “agile” and use words like kanban,
achieve sustained improvements. a new initiative comes along, people kaizen, and scrum, it feels like we’re
The first is by communicating ask, “What do we do with the old taking away people’s autonomy. We can
the programme in a clear narrative one?” Much of our workforce models convey those concepts perfectly well
that aligns with the organisation’s the behaviour of senior leaders, without those words.
purpose. For example, a hotel might and when those leaders shift their
focus on how a lean process will im- energy to something else, it’s hard to But don’t people worry that the
prove guest satisfaction; that’s more sustain things. programmes are actually about
likely to motivate employees than an cost cutting?
emphasis on cost savings. The second What diferentiates changes Of course we focus on costs – we have
is by directing efforts towards pain that stick? finite resources. But it’s about framing.
points whose easing would clearly Sustainability starts at the beginning, Instead of talking about waste, we
benefit employees. For instance, one in how we frame a project and what focus on unwarranted variation in care.
hospital’s initiative aimed to decrease it means to the organisation and our Every patient with the same condition
the time medical personnel spent purpose. It’s the difference between should get the same high-quality
on paperwork, freeing them up for behaving like a buyer and behaving like treatment; when that doesn’t happen,
patient care. The third is by ensuring an investor. If we’re asking doctors to get it can be a matter of life and death.
that senior leaders act as coaches, on board something that’s under way, Variation also adds to cost, so reducing
enabling small wins to increase em- it’s already too late. We need to get them unwarranted variation increases care
ployees’ motivation and engagement. invested in the project, and thinking like and reduces cost. We see more success
A particularly troublesome ob- owners, well before it begins. When I when we frame things in terms of our
stacle to sustained improvement, the look at the difference between projects mission, which is care.
researchers say, is initiative fatigue, that are sustained and ones that aren’t,
which occurs when leaders jump too it often has to do with taking time at the How do you start an initiative
quickly from one improvement fad beginning to set them up, frame them without losing the gains of the
to another. (One of the researchers the right way, and get people invested. previous one?
has joked about the danger of airport Four years ago, we did a
bookstores, which tempt travelling Is this especially hard in a health crowdsourcing exercise in which we
executives to pick up business books care setting, where eficiencies asked colleagues about the biggest
that may send them in pursuit of a may seem to conflict with barriers to change. The most common
new improvement plan.) Embark- quality care? answer was “confusing strategies.”
ing on a new project is often more Our purpose is health and wellness. People said that when a new initiative,
exciting than staying the course, but That’s what motivates people in this target, goal, or focus comes along,
that doesn’t necessarily deliver the sector; they don’t come for the pay. If they don’t know whether it’s more
best long-term results. Staats says, we can frame a project as relating to important than the previous one.
“It’s always easier to start something, things that really matter to the people We have to find ways to continue the
whether it’s weight loss, going to the who work here, they will connect with journeys we’ve started by sustaining
gym, or smoking cessation. Getting it on an emotional level. Even doctors, people’s energy while creating space
individual changes to stick is hard, who make decisions logically, are more for new things. Managers and leaders
and getting organisational changes likely to engage and be motivated if an must make sense of those things and
to stick is even harder.” initiative fits with their emotions and reduce ambiguity.
About the Research “Making Process Improvements Stick,” by Matthias Holweg, Bradley Staats, and David M. Upton (working paper). This article
was first published in the November-December 2018 issue of Harvard Business Review (www.hbr.org).Copyright@2018 Harvard Business School
Publishing Corporation. All rights reserved.

A TAB FOR YOUR HOW THE SILENT LEADERSPEAK:
P.144 P.158 P.172
COMPUTING TASKS AILMENT HURTS SUNIL WADHWANI
AI'S BIG LEAP
LIVE
FOREVER,
DIGITALLY
With a little help
from technology,
people can create
digital versions of
themselves who will
always be around.
Illustration By Raj Verma

passed away. Replika is currently FUTURE TECH
available on Android and iOS.
Based on a similar concept, the
CEO of a major financial company NOW AI TURNS
wants to create a digital avatar of
himself that will act as a virtual
consultant after his death and help
ARTIST
future employees work in sync with
his philosophy and methods, ac-
cording to MIT Technology Review.
It may not be difficult as there will
be a vast amount of data available
from correspondence and other
N VARIOUS parts of the world, inputs to create a digital avatar. In
people are trying to make sure that fact, Hossein Rahnama, a researcher
those who are dead and gone should at MIT’s Media Lab, is building
go on living digitally based on the an application called Augmented
data available about them. Of that, Eternity that will achieve just what
there is aplenty, and tech companies this CEO wants. However, the chal- ARTIFICIAL INTELLIGENCE
has been feeling creative late-
are trying to make use of it. Here lenge does not solely lie in replicat-
ly and has entered the space
is how it started. About three years ing what someone could have said of fine arts. And masters like
ago, Eugenia Kuyda was devastated but in putting the words in context Van Gogh would be none too
when her best friend Roman was and making them meaningful. To do happy to find out that all it
killed in an accident. But she soon that, one must understand the back- takes to paint a self-portrait
these days is a bunch of zeros
realised that all the text messages ground or the back-story behind and ones, or to put it more
she had from Roman would reveal a those words. sophisticatedly, a program-
lot about her friend and these could mers’ code.
be used to create a chatbot that Tech behemoth IBM is the
would respond just like him when one who put the idea into an
REPLIK A DEVELOPS AI system. Although the out-
engaged in a conversation. The come is not likely to satisfy
chatbot was developed and Kuyda AN UNDERSTANDING OF THE every art lover, the project
found solace in chatting with the is intriguing because of the
digital version. In time, she was able
USER’S PERSONALITY THROUGH way the process has been
broken down. The first step
to make it more content-generative, DAILY INTERACTIONS AND IN involved scanning hundreds
which means it can engage in new
interactions not derived from the
THE COURSE OF TIME, STARTS of articles about AI so that
the system could have a bor-
existing text messages. Plus, it was BEHAVING LIKE THAT PERSON rowed sort of self-awareness.
able to represent Roman’s vocabu- It also combed through thou-
sands of paintings, made by
lary and tone of voice.
humans, of course. Then it
The chatbot was also shared chose several representa-
with others, some of whom had tive images to indicate its
not met Roman, to get a feel of the There is another issue. Personal- learning and finally selected
kind of person he was. Eventually, ity tends to change and one behaves a picture of a human and a
robot shaking hands. Next,
Kuyda and her San Francisco-based differently with different people. it worked on generating an
company Luka built Replika, an AI Rahnama thinks this, too, can be artwork of its own based on
chatbot that learns more about the baked into Augmented Eternity. what it had learnt.
user via daily interactions and in the A person can also create a digital Experts may not be
course of time, starts behaving like avatar when he/she is still alive and ready yet to acknowledge
AI-generated art, but peo-
that person. In the beginning, one use the same to share knowledge ple are willing to pay big
can treat it as a digital friend, chat- and expertise in the here and now. It sums for the same. A few
ting with it whenever she wants, could be useful for companies where days ago, Christie’s sold its
telling it all about her day, discuss- specialised knowledge is crucial. If first piece of AI art, titled
‘Portrait of Edmond Belamy’,
ing her thoughts and reactions, and that happens, any employee can in-
which fetched a whopping
Replika will gradually develop an teract, for example, with the digital $4,32,500 – nearly 45 times
understanding of the user’s person- avatar of the CEO or the Chairman its estimated value. The piece
ality. One can also use it to build a and get help with decision-making was made by a French art col-
digital avatar of someone who has or problem-solving. lective called Obvious.

THE BREAKOUT ZONE
PERSONAL TECH
TAP T H E TAB POWE R

FROM MEDIA CONSUMPTION DEVICES TO COMPUTER
ALTERNATIVES, TABLETS HAVE COME A LONG WAY.
By Nidhi Singal
iPad Pro 2018
and can download and work on MS computing tablet with the price start-
Office Suite, including Word, Excel, ing at $899 in overseas markets.
PowerPoint, image-editing tools and a According to a report by
media player for playing content. And ResearchAndMarkets.com, global tab-
ABLET COMPUTERS, or tabs, might all these are packed within a portable let shipments are predicted to decline
not have killed off your desktop/ form factor. In fact, the form factor until 2019, when a combination of
laptop yet but they are evolving fast. has remained an attractive point and trends and opportunities will cause a
Tabs today feature robust computing gained traction since the launch of the turnaround until 2023. Tablet devices
power, longer battery backup, a world first Surface Tab in 2013. The com- are expected to cannibalise laptops/
full of productivity apps and compat- pany has recently announced its next ultrabooks with more advanced capa-
ibility with useful hardware such as iteration, the 12.3-inch Surface Pro 6, bilities, form factors and a variety of
detachable keyboards and styluses, which is powered by Intel Core i5 or i7 price points. The market is expected
making them an ideal workhorse. processor and comes with 8 or 16 GB to reach 187 million unit shipments
Take, for instance, the Microsoft of RAM, up to 1 TB of SSD and 13.5 globally with a positive CAGR of 1.6
Surface Pro tablet, running the famil- hours of battery backup. It is yet to be per cent between 2017 and 2024 out of
iar Windows OS. It features the same launched in India, but going by the which Apple, Samsung and Amazon
desktop-like OS and user interface specifications, you will get a powerful will ship around 61 per cent units.

Microsoft Office Suite, which works
just fine on the iOS platform, can be
Microsoft
Surface Pro 6 downloaded from the App Store.
Detachable keyboards are also
gaining traction, but users have to
fork out a lot of extra cash, and that
hinders the widespread use of tablets
as computing devices. For instance,
a Surface Pro Type Cover (keyboard)
starts at $129.99 while the stylus costs
$99.99. Similarly, the Apple iPad Pro
2018 costs `71,900 for the 11-inch ver-
sion and `89,900 for the bigger one,
but the price tags do not include key-
boards that cost `15,900 and `17,900,
respectively. However, one can opt for
affordable third-party keyboards.
High-end tabs may not be mass-
market products but continue to have
a niche market, which induced both
Google and Samsung to enter this
space. Last year, Google worked on
making the Chrome OS more versatile
for computing needs by adding Google
Assistant and apps from the Google
Play Store. It was a decisive step to
bring productivity and performance
to Pixelbook, and now the Pixel Slate,
a 2-in-1 productivity tab, has the same
advantage. The flagship tab starting
HIGH-END TABS MAY NOT BE MASS-MARKET
at $599 features a 12.3-inch display
PRODUCTS BUT CONTINUE TO HAVE A NICHE
and 3,000x2,000 pixel dimensions, is
MARKET, WHICH INDUCED BOTH GOOGLE
powered by 8th Gen Intel Celeron or
AND SAMSUNG TO ENTER THIS SPACE
Core i3, i5 or i7 processor, and comes
with two USB-C ports with keyboard
support and up to 10 hours of battery.
button and come up with an all-screen Samsung has added a work hat to
design similar to the Windows tablet. Tab S4, priced at `57,900. The 10.5-
Available in 11 and 12.9 inch, there inch tablet with an S Pen and running
is a new A12X Bionic chip with four Android Oreo supports Samsung
Microsoft might have paved the performance cores and four efficiency DeX that combines the productivity
way for power tabs, but there are sig- cores under the hood, which means of a PC with the mobility of a tablet.
nificant others outside the Windows the mean machine can carry out most Galaxy Tab S4 works like a PC with a
ecosystem. Back in 2015, Apple demanding computing tasks such as taskbar, multiwindow capability and
released the iPad Pro, aiming it to be photo editing or 3D modelling faster. familiar gestures such as drag and
a laptop replacement. The Cupertino Earlier, the biggest issue with the iPad drop. “Paired with Samsung DeX and
giant designed a keyboard to go along was its proprietary Lightning connec- S Pen, Galaxy Tab S4 is designed for
and an Apple Pencil was specially tion. But now it has been replaced by those who need something portable
designed with creativity in mind. But a Type-C port, which can be used by like a tablet yet capable like a PC,” says
at the time, the device fell far short of Google tabs as well. One can also use Aditya Babbar, General Manager,
expectations. A lot had to be done on it to directly connect the new iPad to Mobile Business, at Samsung India.
the OS front, which the company man- other devices, including DSLR cam- “With the launch of the Galaxy Tab S4,
aged to achieve in the iOS 11 version, eras, 5K displays and computers. You we want to offer our consumers the
bringing in features such as drag-and- can also charge your iPhone from the ultimate combination of great produc-
drop, dock, split-view screen, multi- iPad’s battery. For handling docu- tivity and immersive entertainment
tasking and more. The 2018 version of mentation, Apple has its own set of for their super tasking needs.”
the iPad Pro has genuinely evolved as apps – Pages, Numbers and Keynote –
Apple has finally got rid of the home which can be downloaded for free. The @nidhisingal

THE BREAKOUT ZONE
YEELIGHT LIGHTSTRIP PLUS
SMART LIGHTING
By Nidhi Singal
PRICE
`4,399
adaptor. But what has surprised me

more is its superb build quality that
gives the product a premium feel.
2-METRE STRIP Lightstrip Plus is Wi-Fi-enabled
can be expanded
up to 10 metres and smart speaker-compatible, which
means it can be run by voice or via a
companion app. Connecting it with
the Yeelight app took me less than a
minute as I was able to log in to the
app using my Xiaomi account. Post
that, the app instantly detected the
light strip and connected it to the
wireless network. However, there is no
India server yet and I had to choose
the Singapore one. After configur-
ing the app, I was able to select from
the preset modes of mood lighting
– party, sunrise, sunset, birthday,
dating night, romance, candle flicker
and more. But what I liked most is
the option to change colours via the
colour palette in the app in sync with
my mood. In fact, the Yeelight app
is a neat one with a wide variety of
options, including the colour picker,
which allowed me to choose a hue
either from my surroundings or the
photographs stored on my phone.
COLOUR-CHANGING
smart strip can be Connecting the light strip to
controlled using an app Google Home speaker was equally
or a smart speaker hassle-free. I only had to link it with
the Google Home app and I was able
to change colour with voice com-
COLOUR-CHANGING LED LIGHT STRIPS are hot favourites mand. On the other hand, I had to
just now – after all, they can easily create the right ambience select the Enable Skill button in the
for any occasion. You can stick one behind the TV to reduce eye Alexa app for Echo Dot to discover
strain, put one under the false ceiling for mood lighting or use it the device and build a connection. But
on any other surface, thanks to the adhesive layer on the back of even after adding Yeelight to its list of
the strip. Yeelight is part of the Xiaomi ecosystem and one of the devices, it failed to communicate and
best smart lighting solutions I have come across in recent times. said Yeelight was unresponsive. Apart
The two-metre light strip, which can be stretched up to 10m if from this glitch, the price of this prod-
you purchase extension strips, houses 48 multicoloured LEDs uct may seem to be on the higher side.
and the company claims that the number of colours supported But given the build quality, app fea-
will be 16 million. It comes with a 1.5m data cable, a connec- tures and smart functionality, it will
tor (for turning the lights on/off or changing colour if the strip be worth every rupee.
is not paired with the app and also for putting it in the pairing
mode and connect it to the Wi-Fi network), a power cable and an @nidhisingal

PLUGS INTO
the television’s HDMI
port, can stream
OTT content
THE BREAKOUT ZONE
GOOGLE CHROMECAST 2018
STURDY
AND
USEFUL
By Nidhi Singal
MEDIA STREAMING DEVICES are

smart little things which you can plug
into your smart/traditional television
and then connect to the Internet to play
content from thousands of apps such
as Netflix and Amazon Prime Video. For
years, Google’s Chromecast has been a PRICE
popular media streamer, but there has `3,499
been a recent update. The latest ver-
sion is a small, round dongle with an
HDMI connector and gets power via a
microUSB port that connects either to a
USB slot on the TV or the included power
Home app on an Android smart- connection for seamless streaming.
adapter. Next to the microUSB port,
phone (also available for iOS) and the As Chromecast 2018 is Google
you will find a power button (also used
for factory resetting) and a light indica- Discover tab in the app automatically Home (smart speaker) compatible, I
tor. But unlike the Amazon Fire TV Stick, detected the Chromecast. The device was able to use voice command for
Chromecast does not have a physical connected to my Google account, searching, playing and pausing con-
remote and everything has to be done claiming to offer a personalised tent from YouTube and Netflix, and
via the Google Home app on a compat- experience. I was able to download even managed to control the volume.
ible device, typically a smartphone or a Chromecast-compatible apps such as One can also stream content from
tablet or a PC with a Chrome browser (a Netflix, Hotstar, Eros Now, Saavn and phone or tab and do screen mirroring,
cast option appears under Customise many more from the Browse window in which means displaying whatever is
and Control on Google Chrome the Google Home app. However, Prime on your phone or tablet screen on your
Although Chromecast can be voice- Video is not available for Chromecast. TV screen. The cast icon appears only
controlled using the Google Home Streaming content from a sup- when a smartphone/tablet is connect-
smart speaker, not everyone will invest ported app to the Chromecast is ed to the Chromecast device.
in one for the sake of it. Moreover, set- quite simple. Just press the Cast but- Priced at `3,499, Chromecast is a
ting up the Google smart speaker also ton on the top of the app, choose the useful device but faces fierce competi-
requires the Google Home app. Hence, Chromecast, and the video starts play- tion from Amazon’s Fire TV Stick with
the only way to setting up Chromecast ing a few seconds later. I could also voice-controlled remote (`3,999) and
is through that app. choose between playing a video and the Fire TV Stick 4k with all-new Alexa
Setting it up is not rocket science, adding it to the queue. The new device voice remote (`5,999).
though, and you only need to follow supports 1,080p resolution at 60 fps,
the prompts. I installed the Google but one requires a high-speed data @nidhisingal

THE BREAKOUT ZONE
EXECUTIVE HEALTH
WHEN SILENCE
HURTS
HEPATITIS B AND C ARE KNOWN AS SILENT AILMENTS
WITH NO EARLY SYMPTOMS, BUT TIMELY TESTS CAN
PREVENT LONG-TERM DAMAGE.
By E. Kumar Sharma
HEPATITIS, IN VARIANTS ranging E. So, paying attention to water and According to Dr Kulkarni,
from A to E, is inflammation of the food quality is essential now. one way of dealing with hepatitis,
liver, often the result of a viral infec- Hepatitis B can be contracted especially Hepatitis B and C, is to get
tion. However, Hepatitis D is very rare at birth while Hepatitis C usually tested at the earliest. Timely detection
in India. Hepatitis A and E are es- spreads through blood transfusion. will help treat the symptoms and fur-
sentially water-borne diseases and the Left untreated for an extended ther damage can be checked. Based
former mostly affects children or those period, it could eventually damage on the data from various studies, it
aged below 20. If people at a later age the liver (cirrhosis) and lead to loss is estimated that 8-10 per cent of the
get infected, it could be quite severe of appetite, fatigue, lethargy, oedema Indian population is infected with
and may even lead to acute liver failure of the feet and high coloured urine Hepatitis B and 1 per cent with Hepa-
in rare cases (less than 1 per cent). (extremely yellow urine). titis C although most of them may not
Both Hepatitis A and E have “This is a growing problem, be aware of it. One needs to undergo
many common symptoms such as partly because increased awareness a simple blood test that costs less than
fever, appetite loss, vomiting and has made more people seek early `1,000 for detecting both (Hepatitis
jaundice wherein the skin, whites detection,” says Dr Satish Kulkarni, B and C) and around `1,100 each
of the eyes and mucous membranes a Mumbai-based gastroenterologist, for Hepatitis A and Hepatitis E. It
turn yellow due to a high level of hepatologist and endoscopist. He sees will cost even less in a government
yellow-orange bile pigment called around 100 patients a day with half hospital. For Hepatitis A and B, there
bilirubin. Hepatitis A is generally of them suffering from liver diseases, are vaccines available and one should
self-correcting (the body heals on its and this number has doubled over the go for it, says Dr Kulkarni. In case
own) with no long-term damage, and past five years. But these also include one has Hepatitis B, treatment will
when people recover, they become non-viral causes of liver disease. help control the disease, and future
immune to Hepatitis A for the rest of Another growing problem is the non- problems can be prevented. Hepatitis
their lives. There is also a vaccine for alcoholic fatty liver disease resulting C is curable and several drugs are now
Hepatitis A but none for Hepatitis from a higher prevalence of diabetes. available in the market.
AS THE VIRUS CAN only be contained

in Hepatitis B and no permanent cure
FOCUS ON NEW is available, research is being done on

eliminating it from the infected liver cell.
The aim is to develop drugs that can act
THERAPIES against the virus at the molecular level,
says Dr Kulkarni. It will take a long time,
though, maybe a decade or more, for
such drugs to hit the market. Research is also on to develop a vaccine for
Hepatitis E. Drugs are already available for Hepatitis C and the focus now is
on further refinement. At the moment, for all hepatitis alphabets, the watch-
words are better hygiene and sanitation.
THE BREAKOUT ZONE
LUXURY
FESTIVE
FUSION
A HOLISTIC WELLNESS STORE,
UNIQUE OBJETS D’ART, MEN’S COUTURE
AND A FIRST-EVER FRAGRANCE MAKE
OUR OFFERINGS A FESTIVE POTPOURRI.
BY PRACHI BHUCHAR
PARO
Where Wellness
Good Earth is synony- wisdom to attract all. holding workshops and
mous with good design, Paro is about spirituality, helping people connect
but its founders have wisdom and wellness – with their inner beings;
recently launched a both within and without. Botanica ofers the
Matters wellness outlet called

Paro. It is pitched as a
wellness destination
rather than a store, sits
There is a section called
Nidra for people craving
deep sleep (it has a
wide range of organic
goodness of the plants
in the form of natural oils
and perfumes which
are therapeutic. In brief,
across 2,400 sq. ft at sleepwear, essential oils Paro is a holistic wellness
The Chanakya, Delhi, and other accessories); solutions space for reju-
and draws on ancient Shanthi is the space for venating one’s life.
TERRE DE LUMIÈRE
A WHIFF OF PROVENCE
L’OCCITANE is a brand with almond forming the ‘edible’
its roots in Provence and it notes and balsamic and musky
often dips into its French heri- base notes part of the package,
tage to embellish and expand the new fragrance features all
its range. It has launched a that is fresh and warm. The
new perfume called Terre de sparkling top notes are remi-
Lumière, sold as the brand’s niscent of the light breeze, the
first gourmand aromatic golden light at dusk and the
fragrance. With honey and flowers found in the region.
The stunning wrist-
watch in 18K gold has
been hand-engraved
by in-house artisans
CURATO FOR MEN
Style
Destination
FOR DECADES, the fash-
ion industry has typically
focussed on women’s
outfits, but now we see
a growing demand for
menswear. That is why
Curato, a one-stop desti-
nation for men’s fashion
needs, has popped up
in Mumbai to cater to this Rahul Khanna, Kunal Rawal,
market. The 1,500 sq. ft bun- Masaba and Payal Singhal to
galow showcases the curated Pero, Antar-Agni and Dhruv
collections of 40 most emi- Kapoor. It is just the right
nent designers, from Rajesh place for men, keen to up
Pratap Singh, Rohit Gandhi & their style quotient.
ROLLS-ROYCE FABERGÉ EGG
CHOPARD’S WATCH Exquisite to the Core

Unique and FABERGÉ EGGS, the fabled series of 50 jewelled Easter
Appealing
eggs created for the Russian Imperial family between 1885
and 1916, are highly coveted by collectors across the world.
Now Rolls-Royce Motor Cars and Fabergé have come
together and created a new objet d’art titled the Spirit of
LUXURY watchmaker Chopard has Ecstasy Fabergé Egg. In this auto art, the Spirit of Ecstasy
launched the L.U.C Perpetual T Spirit of (also known as the Flying Lady), the mascot that has
la Santa Muerte, paying tribute to the adorned Rolls-Royce motor cars since 1911, is hand-sculpt-
Mexican patron saint of death. The stun- ed from frosted rock crystal and cocooned in a contempo-
ning wristwatch has been hand-engraved rary Fabergé Egg, made of finest materials, including white
by in-house artisans while the 18K rose gold. Conceived and crafted by the top design teams from
gold case and the solid 18K gold dial with both sides, it will surely be every collector’s dream item.
guilloche edge are embellished with skulls
and other motifs, popularly associated
with Día de Los Muertos (Day of the Dead).
The workings of the timepiece are incredi-
bly sophisticated, the styling is delightfully
traditional and the theme is slightly quirky
but appealing. It also boasts a perpetual
calendar, a (hidden) tourbillon regulator
and nine-day power reserve. The unique
model was presented to collectors at the
SIAR, a prestigious watch show held in
Mexico City this October.
THE BREAKOUT ZONE
EX-LIBRIS
THE DARK
SIDE
TECH ADDICTION TENDS TO GET OBSESSIVE
NOWADAYS, BUT THERE ARE WAYS
TO GAIN CONTROL AND MAKE
TECHNOLOGY A TRUE ENABLER.
By G. Raghuram
Your Happiness Was Hacked: Why

Tech Is Winning the Battle to Control Your
Brain – and How to Fight Back
By Vivek Wadhwa and Alex Salkever
Publisher: Berrett-Koehler Publishers
Pages: 192
Price: `1,891
PUBLISHED IN JUNE THIS YEAR, car, while promising better safety and our mental application in the decision-
Your Happiness Was Hacked is a convenience, could make the current making process.
timely account of digital tech prolif- automobile industry and the job of a Another consequence of
eration and its all-pervasive impact. driver redundant. On the other hand, engaging with such technology is
The likes of Google, Facebook, Twitter, a new job category, with technology that we get easily distracted. We
WhatsApp, Snapchat, Instagram and geeks as ‘drivers’ of the driverless may visit Facebook for some specific
Netflix govern our lives in a far more cars, could emerge. Building on those information but may soon start
significant way than we recognise. The thoughts, Wadhwa and Salkever browsing other things. Navigating
authors delve deep as they analyse how elaborate in their second book how we through Google Maps is given as
technology is affecting our choices can strive towards a healthier and a another example where drivers
and leading to addiction, with conse- more humane technology ecosystem. increasingly lose awareness of the
quences such as isolation and invasion Technology does away with physical reality surrounding them but
of privacy. Happiness is their second options when service providers are mechanically responding to pre-
book, the first being The Driver in the systematically build individual profiles recorded and intelligently synthesised
Driverless Car: How Our Technology based on data and neuroscience audio directions.
Choices will Create the Future, pub- techniques, and guide us to These arguments have merit,
lished in 2016. algorithmically determined choices, but it is also worth reflecting on
In their first book, the techno-logy “forcing us to follow their agenda whether such concerns had always
analysts worried whether the current to reach our agenda”. Options are existed. When calculators came in,
trends would lead to ‘utopia’ or there but along with a nudge towards many wondered if numerical abilities
‘dystopia’. For instance, the driverless choices that increasingly make us lose would be lost. But are we unhappy

DISRUPT AND CONQUER: How
TTK Prestige Became a Billion-Dollar
Company
BY T.T. JAGANNATHAN WITH
with how things have worked out? Or SANDHYA MENDONCA
think of printing and democratisation
Publisher: PENGUIN RANDOM
of books. I think those who got into HOUSE INDIA
reading books instead of pursuing the
‘normal’ activities of the pre-printing era, Pages: 232
must have been viewed as people whose Price: `599
happiness had been hacked. Then again,
the privileged few who could afford to
REBUILDING AN ICON
read handwritten texts might have felt
unhappy as reading was no longer an
exclusive privilege. But over generations,
reading books has emerged as a source
of happiness. The authors also highlight HOW A YOUNG INHERITOR CHANGED THE
FACE OF A DWINDLING BUSINESS GROUP.
addictions like binge-watching Netflix.
However, the term couch potato was By Anup Jayaram
coined when television, with its multiple
channels and the convenience of the WHAT DOES one do when a 44-year-old family business is in
remote, used to rule our leisure hours. deep trouble? In the case of T.T. Jagannathan, a gold medallist
It is true that the impact of digital from IIT-Madras who was studying for a master’s degree in Oper-
technology on work, play, love and life in ations Research from Cornell University way back in 1972, it was
general results in several issues such as a case of being summoned to his roots by his father T.T. Narasim-
information overload, sleep deprivation han, who was looking after the business till then. The journey that
and a sense of disconnect. But after followed has been well captured by Jagannathan and Sandhya
taking us through the bleak journey, the Mendonca, the latter a journalist-turned-media entrepreneur, in
writers tell us how we may gain control Disrupt and Conquer, a classic turnaround story.
and allow technology to be subservient The business was set up in 1928 by Jagannathan’s legendary
and a true enabler. Think of Google grandfather T.T. Krishnamachari or TTK, who went on to become
Maps in a foreign country where we may a Union Minister. When Jagannathan was handed the reins, the
not know the local language, and we see business was in the doldrums, and he had no experience of helm-
how technology can help. ing a company. Although the peak debt of the group at `14 crore
The authors suggest six questions was not anything to worry about by today’s standards, he was
that we need to ask ourselves when determined to set things right and adopted a series of simple and
engaging with immersive technology. logical steps. The writers tell us how it was done by shutting down
And based on the responses, we should loss-making divisions over time and innovating and diversifying
decide how much of technology should beyond the flagship product line.
enter our life. These questions are: Jagannathan, now Executive Chairman of the group, has
1) Does it make us happier or sadder? tried-and-tested advice for young business persons. “The harder
2) Do we need to use the technology as you work, the luckier you get. Luck comes your way if you work
part of our life or work? hard,” he writes. Some of the issues he highlights are straight out
3) Does it warp our sense of time and of a case study. While looking for an acquisition abroad, he had
place in unhealthy ways? stuck to four parameters. The company must be smaller, should
4) Does it change our behaviour? be profitable, have its own brands and should not have a manu-
5) Is our use of technology hurting those facturing unit. An overseas factory often gives rise to critical prob-
around us? lems as the Tata group faced after Corus takeover and Lakshmi
6) If we stop using it, would we miss it? Niwas Mittal experienced after acquiring Arcelor.
The issues and their possible solu- The narrative is peppered with interesting anecdotes that ex-
tions make it an interesting read with plain why certain decisions were taken. It also reveals the person
plenty of food for thought. As said by that Jagannathan is. Considering that his biggest business is pres-
Roger McNamee, a technology investor sure cookers, it is not surprising that he is an accomplished cook.
who has written the Foreword, “There In fact, there is an entire chapter on Cooking Up Inventions and
will be many more books about this issue, how his interest in culinary skills led to the creation of the Fryums
but this is a great place to start.” brand. In case you don’t know, he also sews.
Overall, it is an intriguing account of how a young inheritor of
The reviewer is Director, a sinking business held on and built a bigger and a stronger brand.
IIM-Bangalore The stalwart has done well in carrying forward his legacy.
BT EVENT > Roundtable
The AAA+ Future

of Manufacturing
Digitisation of manufacturing is a
reality that some have adjusted to
quickly while others face challenges.
THE PANELISTS: Pavan Kumar

Kolahal, IoT Business Consult-
ant, Ericsson India;
Roy John, GM (Operations),
ITC Ltd; Vijay Sharma, Head-
Sales, Jindal Stainless; and
Mukul Saxena, Executive Vice
President and Chief Technol-
ogy Oficer, Havells India. The
discussion was moderated by
Deepak Malkani, Leader, PwC
(extreme right) and Prosenjit
Datta, Editor, Business Today
(not in photo).
T
HE FOURTH INDUSTRIAL revolution or
Industry 4.0 is transforming the world of
manufacturing. As digitisation becomes
the norm in manufacturing, industries
across the globe are adopting technolo-
gies that are disrupting traditional man-
ufacturing. The technologies being ad-
opted include artificial intelligence (AI),
robotics, 3D printing, industrial internet
of things, digitisation, big data analytics
and cloud computing.
To discuss the impact of these cutting
edge technologies and the possible future
of manufacturing, Business Today organ-
ised a Roundtable Discussion in collabora-
tion with global audit and consulting firm
PwC. The theme of the discussion was:
The AAA+ Future of Manufacturing: Au-
tomated, AI-Powered and Additive.
The panelists included Mukul Saxena,
Executive Vice President and Chief Tech-
nology Officer (CTO), Havells India; Vijay
Sharma, Head-Sales for Jindal Stainless;
Roy John, GM (Operations), ITC Ltd; and
PHOTOGRAPHS BY SHEKHAR GHOSH

Pavan Kumar Kolahal, IoT Business Con- and the kind of people you have. Implement-
sultant, Ericsson India. The discussion was ing this is a challenge and I think what is im-
moderated by Deepak Malkani, Leader, portant is that there isn’t a one-fix solution.
PwC, and Prosenjit Datta, Editor, Business If our manufacturing has to be competitive
Today. Excerpts: globally, we have to adopt these technologies.
Prosenjit Datta: We are in a time when cloud Coming to AAA, we have done many projects
computing, digitisation, big data analytics, in automation – we got in cobots; we have ro-
robotics, industrial IoT, AI and 3D printing bots for palletisation. In terms of AI power,
are changing manufacturing. But there are the largest impact is whether it is giving the
others that will play an even bigger role in the “We have over right information at the right time to the right
future. How have these technologies affected 200 factories. person.
your industries? Deepak Malkani: At PwC, we have a deep
So there’s
Pavan Kumar Kolahal: Our main customers practice around digitisation across sectors
are mobile operators. We have a big produc- variety in where we help shape the strategy, prioritise,
tion facility in India and have five of these technology invest, design and execute digitisation pro-
globally. So we are manufacturing a lot of and people. grammes. But if I look at manufacturing,
the products that we ship. Second, is how we Implementing is we have a fair amount of focus. Based on the
achieved efficiency in doing that. We noticed analysis, we saw a strong co-relation with
that despite being a high tech company, much
a challenge.“ penetration of automation to the salience of
of the work was manual. All maintenance manufacturing as a percentage of the econo-
Roy John
of tools was happening manually. People GM (Operations), ITC Ltd my. So, manufacturing centric economies like
were going and noting readings and put- China and Korea have high penetration of au-
ting it down. Record keeping was manual. tomation. So that’s a direction I would say is a
We partnered with Intel on the device side hygiene (point).
and hooked up this whole thing with narrow Datta: We could spend a little time on this
band IoT (NBIoT). It is very low bandwidth because Mukul represents a company that
and very high penetration. Compared to nor- has got a completely different philosophy
mal LTE or 4G connectivity, NBIoT has seven from other panelists. Havells has grown very
times extra penetration. fast through acquisitions. But the interesting
Datta: Vijay, could you talk a bit about logis- thing is that, if I am not wrong, it only bought
tics in steel. the first factory which was brown field. After
Vijay Sharma: I need to clarify the difference that it only bought brands and prefers not to
between steel and stainless steel. Stainless acquire manufacturing facilities. And it has
steel by volume is about 2.5-3 per cent of total
“Additive given away manufacturing facilities every
steel, but is 15 per cent by value. Stainless steel manufacturing time it acquired.
is growing at a CAGR of 6 per cent for the last is truly Sharma: Definitely there is a challenge but
three decades, practically double of steel. In transformative even in case of green field, technology moves
India, it is growing 9 per cent so it is a healthy so fast that there is need to upgrade. So we
as it gets
situation. I represent Jindal Stainless and we started this initiative wherein we have end
export 20 per cent of our production. Half of manufacturing to end visibility of the total operations. This
that goes to Europe. In the last 10 years, the much closer to is relatively easy being in a green field opera-
cost of processing has come down 50 times the consumer.“ tion. We are trying to upgrade our brown field
and bandwidth 40 times. The foremost trend equipment so that it reaches a level where the
is big data followed by AI. We manufacture Deepak Malkani equipment talk to each other.
robots, wherein robots are making, testing Leader, PwC Mukul Saxena: I would like to pick up a con-
and inspecting. So, that is one vision of AI. Of straint from green field v/s brown field. While
course, robots, cobots and nano technology it is a big plus if you jump in to green field but
could be the future. there is always a price you have to pay for
Datta: Roy, can you tell us about technologies those things. If you think of it for a company
you are using which made the most impact? like ours, which is still into fast moving electrical goods,
Roy John: I have run programmes on data science, auto- the customer is cost conscious. They don’t care what man-
mation and renewable energy for ITC as a whole. We have ufacturing processes you use. So, how do I recover these
over 200 factories. Making paperboards and personal care things from other aspects? How do I ensure that whatever
or foods is totally different and some of our factories are I am delivering exceeds expectations?
100 years old. So there is variety in technology adoption Datta: I want to throw this open. When you say that you

are adding value in your industries, are the customers fo- Roy: If you look at it, there are two aspects –technol-
cusing on more reliable product at the same price or lesser ogy and people. I am setting up a new factory and I can
price, or has it allowed you to charge a premium? make sure the technologies are appropriate for industry,
Kolahal: Actually if we talk about retail, traditionally all machines talk and everything is on the same plat-
when you apply these technologies, they are actually im- form. In terms of people I can make sure that the base
proving sales. In my experience with a jet engine compo- level of recruitment, let’s say an ITI who can actually ab-
nent manufacturer in Germany, they were producing this sorb all these technologies. On the other hand, in legacy
factories, we sometimes have people who can barely
read and write. In the north, people would not under-
stand English and most displays were in English. So
we made manual handwritten correspondence to each
screen and got somebody to write it out in Hindi so that
people could understand.
Datta: When there is older labour in factories, you can
upskill them. What about behavioural change? Behav-
iour is the hardest thing to change, not the skill level.
Malkani: There are challenges we see in adoption of new
technology. I mean you can get the best technology in the
world but finally it’s the person on the shop floor (who has
to use it). We did not talk so much about the human aspect
of it. There are concepts like human centered design now.
Roy: My experience is that in legacy factories with older
people, if you go and tell them that this is what needs to
be done, they will go and do it. The younger generation is
“There is always a a little bit more difficult, since they have a mind of their
own. They will do only what they feel is right. So my
price you have to personal experience working in factories has been that if
you are able to make them understand what you are try-
pay. The customers ing to do, the older generation have a much better ability
to take things forward.
are cost conscious. Kolahal: I will comment first on the value which you are
talking. Ultimately, whatever we are doing, is going to
They don’t care finally have an effect on the customer. But I strongly feel
that business is about humans, so we are talking about
what manufacturing what the customer will pay, and why he will pay. Our
processes you use.“ biggest competitor is imports. But yes, skill develop-
ment is a journey. Look at local languages. I don’t know
Tamil but I have a workforce who knows only Tamil, so
that is a challenge.
Mukul Saxena
Executive Vice President and Chief Technology Officer, Saxena: We talk about a multi-lingual workforce being
Havells India a challenge. But Prosenjit, one thing you are referring to
is embracing the change. I think you are right because in
some ways, a lot of it has to do with the behaviour aspect
of the individual and there is always a class of people
who will not change, hey just refuse to do it.
Datta: It’s also a case of the empire shrinking. He was
blade disk column. They looked into the whole thing but controlling the 20 people earlier; he now only has three
said specifically that they were looking at improving accu- because it’s being done by a machine.
racy of producing these disks. So we hooked up that ma- Malkani: There is this quote by Mukesh Ambani that
chine with 5G technology with a latency of 1 millisecond. data is the new oil. In the next 5-10 years, the biggest
I am talking global because in India we still have to start new vocation will be data sciences, everything will have
that journey. a whole set of data sciences. Do you see it already hap-
Datta: I will add one more bit to it. Some of these (tech- pening and how you are planning for that?
nologies) are extremely reliable abroad if you a have a Roy: We see huge potential. So the question is how many
WiFi, but what do you do in India? How reliable are data scientists you have, and would you be able to keep
your sensors? them fully engaged. Every employee can have basic

knowledge of the application of data sci-

ence and its impact, but he will not be in a
position to do the work of a data scientist.
Saxena: If you ask me, data science is a
commonly abused term. Today, a person
who claims to be a data scientist assembles
data analysis. But these are not data sci-
entists, these are people who know how to
use a specific package and there are a lot
of companies that are training and turning
out people claiming to be data scientists.
Finding a real data scientist is a challenge
because today someone using your plat-
form also has his own data analytics. “(End to end visibility
Kolahal: One start-up with whom we are
working is working with L&T and has of total operations) is
wired up all the lape machines. If the lape
machine is idle, it is a loss of productivity.
relatively easy in a green
It has to be top down approach – you just
can’t spread sensors on the shop floor and
field operation. We are
say I have data and am going to confront
you. There was a movie called Moneyball;
trying to upgrade our
it was about identifying baseball players
purely using data and not just the reputa-
brown field equipment
tion of the players.
Datta: Coming to Moneyball, there is also
so that... the equipment
a counter clash because when the data
scientists started, they realised that engi-
talks to each other.“
neers, who were white males, were build-
ing biases into the algorithms, which then Vijay Sharma
Head-Sales, Jindal Stainless
automatically choose accordingly.
Saxena: There is always a dark side of
technology. They say there may be robots
that are able to not only decode language,
but also invent their own language. If that
happens, machines could talk to each
other in a language which humans cannot
understand. So there is a dark side of every technology. like 3D. Whether is a mass customisation or prototyp-
Sharma: We have just created a common data analytics ing, 3D is going to assist traditional manufacturing.
cell. What we have done is we have attached them with Malkani: Additive manufacturing is truly a transforma-
a CXO. The veracity of the data can be checked and we tive paradigm as it gets manufacturing much closer to
can try to reduce the black side so that the collisions are the consumer. Apart from established use cases on 3D
not in the domain side but towards the enterprise side. printing, I think there is huge application for innovation. I
Actually, it’s quiet effective now. mean the most basic thing we have seen is where we have
Rajeev Dubey: My question was about while technolo- 3D printed cappuccino cups with design on top at CCD.
gies being adopted that are changing manufacturing. However, I think as we progress from plastic to other
One area is distributed manufacturing through 3D, materials, it can really transform many industries and
which means you won’t need mass factories for shoes get manufacturing closer to customers. And on top of
when you can make it according to your foot. (Rajeev that is 3D printed food which can get children engaged
Dubey is Editor, Businesstoday.in, and Managing Edi- in toy types of things which are nutritious. There are
tor, Business, TV Today Network.) start-ups talking about these things. That is really a
Sharma: We need to differentiate between subtractive transformative change but it will have to be combined
manufacturing and additive manufacturing because with advances in material science today. Maybe plastic,
there are certain cases which are right for technology concrete and other things can be 3D printed.

LEADERSPEAK
SU N I L WA D H WA N I
CO-FOUNDER, MAST EC H (NOW IGAT E ); FOUNDER DONOR, WISH FOUNDATION
Under his leadership, Wadhwani Initiative for Sustainable Healthcare combines IT with
healthcare services to manage 300 remote health centres in India.
Q. The biggest challenge you faced

in your career
A. I started an IT firm called Mastech
(now iGate) in the 1980s. The first two-
three years had been so difficult that we
were about to shut it down three or four
times. I was almost certain that we would
not survive. But thanks to the hard work
everyone had put in (we had a tiny team
then) and the good luck we had, we were
able to pull through and started growing.
(iGATE went public in the US and
Capgemini acquired it for $4 billion.)
Q. Your best teacher in business

A. The people from whom I have learnt
the most are very often not in business but
in the social sector. They are the people
who want to make a difference, want to
help others who are less fortunate, and I
find that inspiring. We have many such
people in India. The one I would like to
mention here is Kailash Satyarthi. He
was shot at and his wife was threatened
because he is trying to stop exploitation
of children.
Q. Key management lessons for

young people
A. I can say it in just nine words. Aim
really high; work really hard; believe
in yourself. It will ensure success in
whatever field you are working, be it a
business or the social sector or learning
the piano.
Q. Two essential qualities a leader

must have
A. Again, quite simple – empathy and
an inspiring vision. And as I said before,
believe in yourself.
“AIM REALLY HIGH; WORK REALLY HARD; BELIEVE

IN YOURSELF. IT WILL ENSURE SUCCESS IN WHATEVER
FIELD YOU ARE WORKING. ”
172 Vol. 27, No. 24, for the fortnight Nov 19—December 2, 2018. Released on November 19, 2018. Total number of pages 174 (including cover)

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in December 2, 2018 I `100

Editor-in-Chief: Aroon Purie

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ILLUSTRATION BY NILANJAN DAS

Traditionally strong recruiters

The demand for top talent to manage change in

Online giants, now regulars Management graduates account for

BUZZ > There seems to be no end

Reserves help RBI tide

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Early Why Weak Banks Under RBI’s Intensive Care

THE BREAKOUT ZONE > NEWS

Burger Singh’s Secret Sauce Is in the Last Mile

India’s Move Towards ‘Top 50’ in Ease of Doing

An Feature From RBI Reserves to LIC-IDBI Deal: How Modi

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INSUFFICIENTLY this time, the collections

EASIER not seen as an exception

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TATA SONS CLARIFICATION

Over-dependence on TCS In response to our story:

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IBM DONS THE RED HAT LIBERTY HOUSE ON SOFTBANK INVESTS

AMAZON FORAYS SPOTIFY TURNS A GOOGLE WORKERS

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PHOTOGRAPH BY ANIRUDHA KARMARKAR

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December 2 I 2018 I BUSINESS TODAY I 31

NDIAN BUSINESS SCHOOL campuses are abuzz. It is

32 I BUSINESS TODAY I December 2 I 2018

programmes, too, SPJIMR and a few others among the top

December 2 I 2018 I BUSINESS TODAY I 33

RANKINGS OVER THE YEARS

THE TOP TEN

1 Indian Institute of Management Ahmedabad 878.1 216.5 138.4

34 I BUSINESS TODAY I December 2 I 2018

“FROM AN EDUCATION POINT OF

PLACEMENT SELECTION PROCESS, FUTURE

220.8 134.3 168.1

December 2 I 2018 I BUSINESS TODAY I 35

FMS DELIVERS HIGHEST ROI

1 9 Faculty of Management Studies, DU G 21,560 21,10,000 97.87

36 I BUSINESS TODAY I December 2 I 2018

PHOTOGRAPHS BY MILIND SHELTE

38 I BUSINESS TODAY I December 2 I 2018

of top 100 B-schools. The

B-schools in India. Top 51 - 75 Top 76 - 100

INCREASING FEMALE ENROLMENT

Top 10 Top 25 Top 50 Top 100

AVERAGE DOMESTIC SALARY HIGHEST IN

8% PERMANENT FACULTY WAS PART OF

Top 25 Top 50 Top 100

42 I BUSINESS TODAY I December 2 I 2018

December 2 I 2018 I BUSINESS TODAY I 43

GENERALIST PARTNER: DIGITAL PARTNER:

EXPERT PARTNER: ADMINISTRATIVE PARTNER:

MASTER EXPERT: IMPLEMENTATION PARTNER:

COMPETENCY-BASED ASSESS- business schools and also from the