Last visit was: 22 Apr 2026, 19:42 It is currently 22 Apr 2026, 19:42
Close
GMAT Club Daily Prep
Thank you for using the timer - this advanced tool can estimate your performance and suggest more practice questions. We have subscribed you to Daily Prep Questions via email.

Customized
for You

we will pick new questions that match your level based on your Timer History

Track
Your Progress

every week, we’ll send you an estimated GMAT score based on your performance

Practice
Pays

we will pick new questions that match your level based on your Timer History
Not interested in getting valuable practice questions and articles delivered to your email? No problem, unsubscribe here.
Close
Request Expert Reply
Confirm Cancel
User avatar
ISBadcomBlog
Joined: 13 May 2014
Last visit: 13 May 2014
Posts: 189
Own Kudos:
Posts: 189
Kudos: 13
Kudos
Add Kudos
Bookmarks
Bookmark this Post
User avatar
newsISB
Joined: 20 Nov 2013
Last visit: -
Posts: 402
Own Kudos:
Posts: 402
Kudos: 28
Kudos
Add Kudos
Bookmarks
Bookmark this Post
User avatar
ISBadcomBlog
Joined: 13 May 2014
Last visit: 13 May 2014
Posts: 189
Own Kudos:
Posts: 189
Kudos: 13
Kudos
Add Kudos
Bookmarks
Bookmark this Post
User avatar
newsISB
Joined: 20 Nov 2013
Last visit: -
Posts: 402
Own Kudos:
Posts: 402
Kudos: 28
Kudos
Add Kudos
Bookmarks
Bookmark this Post
FROM ISB Admissions Blog: Family business Updates – August 13, 2021
Tata Group to foray into semi-conductor manufacturing

https://www.thehindubusinessline.com/companies/tata-group-to-foray-into-semi-conductor-manufacturing/article35824051.ece

Dalmia Bharat cement business aims to be net carbon zero by 2040

https://www.timesnownews.com/business-economy/companies/article/dalmia-bharat-to-et-now-first-cement-company-to-announce-we-will-be-net-carbon-zero-by/797156

Pidilite Industries sales grows 121 percent

https://www.livemint.com/companies/company-results/pidilite-q1-results-review-net-profit-spikes-as-sales-jumps-121-11628767221964.html

Murugappa Group plans ₹200-cr investments in Kerala

https://www.thehindubusinessline.com/companies/murugappa-group-plans-200-cr-investments-in-kerala/article35840356.ece

Wipro appoints Jason Eichenholz as Global Partnerships Lead

https://www.livemint.com/companies/news/wipro-appoints-jason-eichenholz-as-global-partnerships-lead-11628517276584.html

Godrej & Boyce’s digital push to boost consumer-focus drive

https://timesofindia.indiatimes.com/business/india-business/godrej-boyces-digital-push-to-boost-consumer-focus-drive/articleshow/85162170.cms
This Blog post was imported into the forum automatically. We hope you found it helpful. Please use the Kudos button if you did, or please PM/DM me if you found it disruptive and I will take care of it. -BB
User avatar
ISBadcomBlog
Joined: 13 May 2014
Last visit: 13 May 2014
Posts: 189
Own Kudos:
Posts: 189
Kudos: 13
Kudos
Add Kudos
Bookmarks
Bookmark this Post
FROM ISB PGP Admissions Director Blog: Family business Updates – August 13, 2021
Tata Group to foray into semi-conductor manufacturing

https://www.thehindubusinessline.com/companies/tata-group-to-foray-into-semi-conductor-manufacturing/article35824051.ece

Dalmia Bharat cement business aims to be net carbon zero by 2040

https://www.timesnownews.com/business-economy/companies/article/dalmia-bharat-to-et-now-first-cement-company-to-announce-we-will-be-net-carbon-zero-by/797156

Pidilite Industries sales grows 121 percent

https://www.livemint.com/companies/company-results/pidilite-q1-results-review-net-profit-spikes-as-sales-jumps-121-11628767221964.html

Murugappa Group plans ₹200-cr investments in Kerala

https://www.thehindubusinessline.com/companies/murugappa-group-plans-200-cr-investments-in-kerala/article35840356.ece

Wipro appoints Jason Eichenholz as Global Partnerships Lead

https://www.livemint.com/companies/news/wipro-appoints-jason-eichenholz-as-global-partnerships-lead-11628517276584.html

Godrej & Boyce’s digital push to boost consumer-focus drive

https://timesofindia.indiatimes.com/business/india-business/godrej-boyces-digital-push-to-boost-consumer-focus-drive/articleshow/85162170.cms
This Blog post was imported into the forum automatically. We hope you found it helpful. Please use the Kudos button if you did, or please PM/DM me if you found it disruptive and I will take care of it. -BB
User avatar
newsISB
Joined: 20 Nov 2013
Last visit: -
Posts: 402
Own Kudos:
Posts: 402
Kudos: 28
Kudos
Add Kudos
Bookmarks
Bookmark this Post
FROM ISB Admissions Blog: Family Business Updates – August 20, 2021
UltraTech to invest Rs 6500 crore to increase cement making capacities by 19.8 MT: Kumar Mangalam Birla

https://m.economictimes.com/industry/indl-goods/svs/cement/ultratech-to-invest-rs-6500-crore-to-increase-cement-making-capacities-by-19-8-mt-kumar-mangalam-birla/articleshow/85436828.cms

Tata Steel announces ₹270.28 crore annual bonus for 2020-21

https://www.thehindubusinessline.com/companies/tata-steel-announces-27028-crore-annual-bonus-for-2020-21/article35992684.ece

Reliance and Aramco in advanced talks for $25 billion deal

https://www.livemint.com/companies/news/mukesh-ambani-s-reliance-aramco-in-advanced-talks-for-25-billion-deal-11629097753521.html

D-Mart owner RK Damani breaks into list of world’s top 100 richest people

https://economictimes.indiatimes.com/markets/stocks/news/d-mart-owner-rk-damani-breaks-into-top-100-of-worlds-richest-people/articleshow/85431292.cms

Lupin bets big on inhalation segment, plans to enter Chinese market

https://www.business-standard.com/article/companies/lupin-bets-big-on-inhalation-segment-plans-to-enter-chinese-market-121081700017_1.html

HCL Tech appoints Fabiano Funari as Brazil head to fuel growth in Latin America

https://www.livemint.com/companies/news/hcl-tech-appoints-fabiano-funari-as-brazil-head-to-fuel-growth-in-latin-america-11629383696344.html
This Blog post was imported into the forum automatically. We hope you found it helpful. Please use the Kudos button if you did, or please PM/DM me if you found it disruptive and I will take care of it. -BB
User avatar
ISBadcomBlog
Joined: 13 May 2014
Last visit: 13 May 2014
Posts: 189
Own Kudos:
Posts: 189
Kudos: 13
Kudos
Add Kudos
Bookmarks
Bookmark this Post
FROM ISB PGP Admissions Director Blog: Family Business Updates – August 20, 2021
UltraTech to invest Rs 6500 crore to increase cement making capacities by 19.8 MT: Kumar Mangalam Birla

https://m.economictimes.com/industry/indl-goods/svs/cement/ultratech-to-invest-rs-6500-crore-to-increase-cement-making-capacities-by-19-8-mt-kumar-mangalam-birla/articleshow/85436828.cms

Tata Steel announces ₹270.28 crore annual bonus for 2020-21

https://www.thehindubusinessline.com/companies/tata-steel-announces-27028-crore-annual-bonus-for-2020-21/article35992684.ece

Reliance and Aramco in advanced talks for $25 billion deal

https://www.livemint.com/companies/news/mukesh-ambani-s-reliance-aramco-in-advanced-talks-for-25-billion-deal-11629097753521.html

D-Mart owner RK Damani breaks into list of world’s top 100 richest people

https://economictimes.indiatimes.com/markets/stocks/news/d-mart-owner-rk-damani-breaks-into-top-100-of-worlds-richest-people/articleshow/85431292.cms

Lupin bets big on inhalation segment, plans to enter Chinese market

https://www.business-standard.com/article/companies/lupin-bets-big-on-inhalation-segment-plans-to-enter-chinese-market-121081700017_1.html

HCL Tech appoints Fabiano Funari as Brazil head to fuel growth in Latin America

https://www.livemint.com/companies/news/hcl-tech-appoints-fabiano-funari-as-brazil-head-to-fuel-growth-in-latin-america-11629383696344.html
This Blog post was imported into the forum automatically. We hope you found it helpful. Please use the Kudos button if you did, or please PM/DM me if you found it disruptive and I will take care of it. -BB
User avatar
newsISB
Joined: 20 Nov 2013
Last visit: -
Posts: 402
Own Kudos:
Posts: 402
Kudos: 28
Kudos
Add Kudos
Bookmarks
Bookmark this Post
FROM ISB Admissions Blog: Why Family Businesses outperform other businesses?
Family businesses are the most prevalent form of business around the world. Various studies conducted in the last few years indicate that family enterprises are more successful than their non-family counterparts. For instance, research in large, publicly-traded, family-controlled firms revealed that their long-term financial performance was higher across the board. Similarly, research by Credit Suisse into data of 280 family companies worldwide showed that family businesses outstripped public companies in revenue growth a year – this during the global recession of 2011-12.

In a discussion over the topic “Why Family Business Outperform others?” a few interesting factors were discussed between the students and alumni of ISB’s MFAB programmer. Following are the key factors observed and discussed:

Ability to bet on solid innovation investment

Leaders of family businesses live through decades of economic cycles and don’t waver much due to the ups & downs in the way non-family businesses do especially in uncertain times. The long relationship with the industry, backed by years of experience, helps leaders make better investment decisions.

Every problem is an opportunity

For any business that has been in operation for decades, the leaders utilize the collective experience while facing a crisis such as a recession or pandemic. The leaders & members of family businesses usually stick around tough times, unlike professionals who head for greener pastures. With no option but to stick around, family businesses see every predicament as an opportunity. Bigger the problem; the bigger the opportunity. Therefore, family businesses can put the collective experience to better use to sustain until better times.

The value of stewardship

The values of stewardship in the family business should be engrained in leaders & family members. With the mindset to pass on the reins to the next generation in a better state, family businesses focus on long-term success & returns. A family business can be considered a family cow. To enjoy the milk, each generation has to nourish & nurture it, so that the next generation too can reap its benefits. The values of stewardship ensure that leaders do not prioritise personal benefits over the business.

Better financial self-reliance

Family businesses do not like higher debt and are majorly self-reliant. Though debt is necessary for growth, family businesses use debt at the right time and work cautiously to clear it up in a time-bound manner. Since the focus is on the long-run margins & returns, family businesses have sturdy cash flows & higher returns.

Generational business & conservatism

A family business may not be the first in riding the innovation curve but are always among the first in early adoption. In family businesses, values are rooted in the family tradition, and rightly so. Tradition is like a bowstring – the more you stretch it, the farther you can get ahead. It ensures the different generations working in the business are able to work together & have family values as the guiding light. However, tradition should not become a burden or a hindrance to contemporary growth & innovation. The co-existence of multiple generations in a family business ensures the balance between tradition & modernity. Harmony & inter-generational communication are the necessities for steady progress & growth.

Risk – aversion & acceptance

Family businesses aren’t risk-averse but are more prudent in approach and take all aspects into account in view of long-term viability. Though family businesses generally do not venture into unchartered territories of business, vertical integration is a typical approach in the family business in terms of diversification. This not only ensures growth but also poses a minimum risk in approach & maximum self-dependence, leading to stable growth & expansion in knowledge of the industry.

The family alpha factor

Family businesses are more realistic in their targets & take long-term returns over quarterly returns more into caution while making decisions. This leads to a steady progression & more growth over time. Since family businesses are less reliant on funding from share-holders or banks, they are very independent in terms of decision making & adapt easily in any circumstance.

External guidance

Having external guidance in the family business always helps. Bringing external board members fetches different points of view and insights, helping family businesses to broaden their perspective & make more sound business decisions. The choice of board members should be diverse & possess all-around business expertise for superior guidance.

The above article summarises the family business saga interactive session on the topic “Why Family Business Outperform Others?” organised by ISB. The family business saga is a series of sessions conducted by students of the MFAB programme with an alumni panel. This session had Mr Siddharth Agrawal, Ms Surbhi Sood & Mr George R. as alumni panel along with Ms Trisha Gupta as moderator.

 

Author: Paritosh Garlya
This Blog post was imported into the forum automatically. We hope you found it helpful. Please use the Kudos button if you did, or please PM/DM me if you found it disruptive and I will take care of it. -BB
User avatar
ISBadcomBlog
Joined: 13 May 2014
Last visit: 13 May 2014
Posts: 189
Own Kudos:
Posts: 189
Kudos: 13
Kudos
Add Kudos
Bookmarks
Bookmark this Post
FROM ISB PGP Admissions Director Blog: Why Family Businesses outperform other businesses?
Family businesses are the most prevalent form of business around the world. Various studies conducted in the last few years indicate that family enterprises are more successful than their non-family counterparts. For instance, research in large, publicly-traded, family-controlled firms revealed that their long-term financial performance was higher across the board. Similarly, research by Credit Suisse into data of 280 family companies worldwide showed that family businesses outstripped public companies in revenue growth a year – this during the global recession of 2011-12.

In a discussion over the topic “Why Family Business Outperform others?” a few interesting factors were discussed between the students and alumni of ISB’s MFAB programmer. Following are the key factors observed and discussed:

Ability to bet on solid innovation investment

Leaders of family businesses live through decades of economic cycles and don’t waver much due to the ups & downs in the way non-family businesses do especially in uncertain times. The long relationship with the industry, backed by years of experience, helps leaders make better investment decisions.

Every problem is an opportunity

For any business that has been in operation for decades, the leaders utilize the collective experience while facing a crisis such as a recession or pandemic. The leaders & members of family businesses usually stick around tough times, unlike professionals who head for greener pastures. With no option but to stick around, family businesses see every predicament as an opportunity. Bigger the problem; the bigger the opportunity. Therefore, family businesses can put the collective experience to better use to sustain until better times.

The value of stewardship

The values of stewardship in the family business should be engrained in leaders & family members. With the mindset to pass on the reins to the next generation in a better state, family businesses focus on long-term success & returns. A family business can be considered a family cow. To enjoy the milk, each generation has to nourish & nurture it, so that the next generation too can reap its benefits. The values of stewardship ensure that leaders do not prioritise personal benefits over the business.

Better financial self-reliance

Family businesses do not like higher debt and are majorly self-reliant. Though debt is necessary for growth, family businesses use debt at the right time and work cautiously to clear it up in a time-bound manner. Since the focus is on the long-run margins & returns, family businesses have sturdy cash flows & higher returns.

Generational business & conservatism

A family business may not be the first in riding the innovation curve but are always among the first in early adoption. In family businesses, values are rooted in the family tradition, and rightly so. Tradition is like a bowstring – the more you stretch it, the farther you can get ahead. It ensures the different generations working in the business are able to work together & have family values as the guiding light. However, tradition should not become a burden or a hindrance to contemporary growth & innovation. The co-existence of multiple generations in a family business ensures the balance between tradition & modernity. Harmony & inter-generational communication are the necessities for steady progress & growth.

Risk – aversion & acceptance

Family businesses aren’t risk-averse but are more prudent in approach and take all aspects into account in view of long-term viability. Though family businesses generally do not venture into unchartered territories of business, vertical integration is a typical approach in the family business in terms of diversification. This not only ensures growth but also poses a minimum risk in approach & maximum self-dependence, leading to stable growth & expansion in knowledge of the industry.

The family alpha factor

Family businesses are more realistic in their targets & take long-term returns over quarterly returns more into caution while making decisions. This leads to a steady progression & more growth over time. Since family businesses are less reliant on funding from share-holders or banks, they are very independent in terms of decision making & adapt easily in any circumstance.

External guidance

Having external guidance in the family business always helps. Bringing external board members fetches different points of view and insights, helping family businesses to broaden their perspective & make more sound business decisions. The choice of board members should be diverse & possess all-around business expertise for superior guidance.

The above article summarises the family business saga interactive session on the topic “Why Family Business Outperform Others?” organised by ISB. The family business saga is a series of sessions conducted by students of the MFAB programme with an alumni panel. This session had Mr Siddharth Agrawal, Ms Surbhi Sood & Mr George R. as alumni panel along with Ms Trisha Gupta as moderator.

 

Author: Paritosh Garlya
This Blog post was imported into the forum automatically. We hope you found it helpful. Please use the Kudos button if you did, or please PM/DM me if you found it disruptive and I will take care of it. -BB
User avatar
newsISB
Joined: 20 Nov 2013
Last visit: -
Posts: 402
Own Kudos:
Posts: 402
Kudos: 28
Kudos
Add Kudos
Bookmarks
Bookmark this Post
FROM ISB Admissions Blog: Values in Family Business & Next-Generation Leadership Development
Family Businesses are the most prevalent form of business around the world & as well as the most complex system of organisation management. The three sub-systems namely family, business & owners make management of family business a multifarious task with internal pressures, external pulls, and friction at interfaces. This leads to members wearing multiple hats at various times, which makes the decision-making a challenge. With a constantly changing business environment & growth, family businesses are a convoluted entity to manage.

To achieve long-term sustenance & success, family businesses must inculcate strong values and pass on the same to the next generation leadership. While talking about values in the family business, Dr Navneet Bhatnagar from Thomas Schmidheiny Centre for Family Enterprise (Indian School of Business) and Hardik Kotecha, Director (Kotecha Group of Companies) shed light on the various aspects of values & next-generation leadership.

What are values?

Values are principles that guide behaviour in family & business. They are shared higher-order beliefs meant to act as a guide for conducting & managing businesses.  Just as the lighthouse leads ships to harbour, values guide family businesses to desirable actions.

What do values do?

Values denote what family & business stands for by influencing attitude and shaping behaviour. They are the key to the long-term growth & sustenance of family business, guiding organisational culture & the way business is conducted.

What is the importance of values in the family business?

Values are the essence of family business identity and reflect what the business cares about. They inspire and energise people by providing decision-making guidance. A value-driven family business always finds better recruits & retains talent for a long period. Most importantly, values translate performance, helping businesses gain a competitive advantage in the process.

Values to the action!

It is of utmost importance that values should not remain confined to written words and should be believed & shared by all in the family & business. When communicated well to employees, customers & other stakeholders, values build & strengthen the core of the family business. Businesses should strive to institutionalise values through documentation, define behaviour through those values and revisit those to refine them.

Significance of Next Generation Leadership

Family businesses rely on the next generation to take the business forward. Next-generation leadership is a crucial family human capital that infuses fresh energy and ideas in business growth & development. A vital link in the transfer of family expertise & tactic knowledge, generational leadership acts as a catalyst for change and innovation. Most importantly, next-generation leadership is key to family continuity & legacy.

Hence, the next generation in family businesses must train professionally, equip themselves with new-age skills, prove outside the family business and value family values & beliefs to transform into steward leaders.

Dr Navneet Bhatnagar is a Senior Researcher at the Thomas Schmidheiny Centre for Family Enterprise at the Indian School of Business. The above article summarises his interactive session with Hardik Kotecha (Director, Kotecha Group of Companies) on the topic “Values in Family Business & Next-Gen Leadership Development” organised by ISB.

 

Author: Paritosh Garlya

This Blog post was imported into the forum automatically. We hope you found it helpful. Please use the Kudos button if you did, or please PM/DM me if you found it disruptive and I will take care of it. -BB
User avatar
ISBadcomBlog
Joined: 13 May 2014
Last visit: 13 May 2014
Posts: 189
Own Kudos:
Posts: 189
Kudos: 13
Kudos
Add Kudos
Bookmarks
Bookmark this Post
FROM ISB PGP Admissions Director Blog: Values in Family Business & Next-Generation Leadership Development
Family Businesses are the most prevalent form of business around the world & as well as the most complex system of organisation management. The three sub-systems namely family, business & owners make management of family business a multifarious task with internal pressures, external pulls, and friction at interfaces. This leads to members wearing multiple hats at various times, which makes the decision-making a challenge. With a constantly changing business environment & growth, family businesses are a convoluted entity to manage.

To achieve long-term sustenance & success, family businesses must inculcate strong values and pass on the same to the next generation leadership. While talking about values in the family business, Dr Navneet Bhatnagar from Thomas Schmidheiny Centre for Family Enterprise (Indian School of Business) and Hardik Kotecha, Director (Kotecha Group of Companies) shed light on the various aspects of values & next-generation leadership.

What are values?

Values are principles that guide behaviour in family & business. They are shared higher-order beliefs meant to act as a guide for conducting & managing businesses.  Just as the lighthouse leads ships to harbour, values guide family businesses to desirable actions.

What do values do?

Values denote what family & business stands for by influencing attitude and shaping behaviour. They are the key to the long-term growth & sustenance of family business, guiding organisational culture & the way business is conducted.

What is the importance of values in the family business?

Values are the essence of family business identity and reflect what the business cares about. They inspire and energise people by providing decision-making guidance. A value-driven family business always finds better recruits & retains talent for a long period. Most importantly, values translate performance, helping businesses gain a competitive advantage in the process.

Values to the action!

It is of utmost importance that values should not remain confined to written words and should be believed & shared by all in the family & business. When communicated well to employees, customers & other stakeholders, values build & strengthen the core of the family business. Businesses should strive to institutionalise values through documentation, define behaviour through those values and revisit those to refine them.

Significance of Next Generation Leadership

Family businesses rely on the next generation to take the business forward. Next-generation leadership is a crucial family human capital that infuses fresh energy and ideas in business growth & development. A vital link in the transfer of family expertise & tactic knowledge, generational leadership acts as a catalyst for change and innovation. Most importantly, next-generation leadership is key to family continuity & legacy.

Hence, the next generation in family businesses must train professionally, equip themselves with new-age skills, prove outside the family business and value family values & beliefs to transform into steward leaders.

Dr Navneet Bhatnagar is a Senior Researcher at the Thomas Schmidheiny Centre for Family Enterprise at the Indian School of Business. The above article summarises his interactive session with Hardik Kotecha (Director, Kotecha Group of Companies) on the topic “Values in Family Business & Next-Gen Leadership Development” organised by ISB.

 

Author: Paritosh Garlya

This Blog post was imported into the forum automatically. We hope you found it helpful. Please use the Kudos button if you did, or please PM/DM me if you found it disruptive and I will take care of it. -BB
User avatar
newsISB
Joined: 20 Nov 2013
Last visit: -
Posts: 402
Own Kudos:
Posts: 402
Kudos: 28
Kudos
Add Kudos
Bookmarks
Bookmark this Post
FROM ISB Admissions Blog: Family Business Updates, August 27, 2021
Modern Family Business

https://economictimes.indiatimes.com/ne ... 518377.cms

Wipro wins multi-year contract with E.ON

https://www.business-standard.com/article/news-cm/wipro-wins-multi-year-contract-with-e-on-121082401233_1.html

Tata Power Renewables commissions 150-MW solar project at Rajasthan

https://energy.economictimes.indiatimes.com/news/renewable/tata-power-renewables-commissions-150-mw-solar-project-in-rajasthan/85586750

Cipla, Kemwell Biopharma enter JV to develop biosimilars

https://www.businesstoday.in/industry/pharma/story/cipla-kemwell-biopharma-enter-jv-to-develop-biosimilars-305176-2021-08-25

HCL Tech signs contract with Munich Re for digital workplace services in 40 countries

https://www.livemint.com/companies/news/hcl-tech-signs-contract-with-munich-re-for-digital-workplace-services-in-40-countries-11629706075274.html

Tube Investments to launch electric 3-wheeler passenger vehicles

https://www.business-standard.com/article/companies/tube-investments-to-launch-electric-3-wheeler-passenger-vehicles-by-march-121082200864_1.html

Reliance plans to unveil super app adding Just Dial offerings

https://economictimes.indiatimes.com/tech/technology/myjio-app-ready-for-super-app-makeover/articleshow/85575557.cms
This Blog post was imported into the forum automatically. We hope you found it helpful. Please use the Kudos button if you did, or please PM/DM me if you found it disruptive and I will take care of it. -BB
User avatar
ISBadcomBlog
Joined: 13 May 2014
Last visit: 13 May 2014
Posts: 189
Own Kudos:
Posts: 189
Kudos: 13
Kudos
Add Kudos
Bookmarks
Bookmark this Post
FROM ISB PGP Admissions Director Blog: Family Business Updates, August 27, 2021
Modern Family Business

https://economictimes.indiatimes.com/ne ... 518377.cms

Wipro wins multi-year contract with E.ON

https://www.business-standard.com/article/news-cm/wipro-wins-multi-year-contract-with-e-on-121082401233_1.html

Tata Power Renewables commissions 150-MW solar project at Rajasthan

https://energy.economictimes.indiatimes.com/news/renewable/tata-power-renewables-commissions-150-mw-solar-project-in-rajasthan/85586750

Cipla, Kemwell Biopharma enter JV to develop biosimilars

https://www.businesstoday.in/industry/pharma/story/cipla-kemwell-biopharma-enter-jv-to-develop-biosimilars-305176-2021-08-25

HCL Tech signs contract with Munich Re for digital workplace services in 40 countries

https://www.livemint.com/companies/news/hcl-tech-signs-contract-with-munich-re-for-digital-workplace-services-in-40-countries-11629706075274.html

Tube Investments to launch electric 3-wheeler passenger vehicles

https://www.business-standard.com/article/companies/tube-investments-to-launch-electric-3-wheeler-passenger-vehicles-by-march-121082200864_1.html

Reliance plans to unveil super app adding Just Dial offerings

https://economictimes.indiatimes.com/tech/technology/myjio-app-ready-for-super-app-makeover/articleshow/85575557.cms
This Blog post was imported into the forum automatically. We hope you found it helpful. Please use the Kudos button if you did, or please PM/DM me if you found it disruptive and I will take care of it. -BB
User avatar
newsISB
Joined: 20 Nov 2013
Last visit: -
Posts: 402
Own Kudos:
Posts: 402
Kudos: 28
Kudos
Add Kudos
Bookmarks
Bookmark this Post
FROM ISB Admissions Blog: From ‘microscopic’ pathology to ‘macro’ impact healthcare outcomes
[img]https://blogs.isb.edu/healthcare/files/2021/09/AP-Dr.-Sujata-Dhanuka.png[/img]

Dr. Sujata Dhanuka, Head of Operations, Lupin Diagnostics shares her journey of transformation from being a pathologist to becoming an agile industry leader working in the diagnostics industry. Sujata is an alumnus of the PGP Co 2010.

[b]On [/b][b]her [/b][b]current work and profession[/b]

An MD in Pathology by qualification, a natural choice for me after ISB was to effectively apply the management skills and learnings in the multistakeholder business environment of the rapidly growing diagnostics industry. At Lupin, we are setting up a chain of pathology laboratories across various geographies in India. We are in a very exciting phase in this journey where we are building a service model that uses digitisation and technology to identify the need gaps and pain points of patients and doctors in diagnostics and deliver the best-in-class customer experience.

The diagnostics industry is a critical component of healthcare delivery and has emerged as an attractive segment in India’s growing healthcare sector. My medical knowledge of pathology and the business and management skills I acquired at ISB have helped me get a holistic understanding of this industry and contribute in a meaningful way to improve healthcare outcomes and make a positive impact on patients’ lives.

[b]On the turning point in her career[/b]

The turning point in my career was my decision to enrol in the Post Graduate Programme at ISB. After my MD, I had a fulfilling career for eight years across various organisations, including a charitable hospital and later as one of the founding members of a startup diagnostic centre. However, after launching the laboratory there, I realised my medical education and years of clinical practice had not prepared me to find ways to scale up the operations of the laboratory or understand the nuances of business in this industry. It prompted me to take up formal management education.

ISB transformed me as a person and my career in an unimaginable way – from being a pathologist where my world was restricted to microscopes and patients were mere ‘samples’ to a confident medical and management professional ready to get out of my comfort zone and take up leadership positions in corporate healthcare organisations.

[b]On taking up management education[/b]

Coming from a family of management professionals – my sister and brother-in-law are both Chartered Accountants and ISB alumni – I was always in awe of their perspectives on various real-life and business situations. Ironically, though the medical practice has everything to do with communication, empathy and service, there is negligible formal training on these aspects in medical schools. My family always encouraged me to take up formal management education not only for understanding finance and business but, more importantly, to experience a world outside the medical realm and to be able to work alongside talented professionals from other industries thereby enriching my professional and personal life in the process.

In 2008, when I was preparing to apply for admission to the PGP at ISB, medical professionals enrolling for an MBA programme was practically unheard of. With the help of my sister and through ISB, I was able to connect with a few alumni who were medical professionals and understood their take on why doctors needed an MBA education. Each of their stories was so inspiring that I finally decided to take the plunge.

[b]On opportunities post AMPH[/b]

When I graduated from ISB in 2010, there were only a handful of corporate hospital chains or diagnostic lab chains. Many of these were headed by medical professionals who donned both the hats – that of a medical practitioner as well as an administrator. In trying to strike a balance between the two, it was the ‘administration’ that often took a hit. There was a dearth of doctors with a formal management education. To add to it, the healthcare industry being a service industry and the medical profession being a ‘noble profession’, many doctors were averse to the idea of associating medicine with ’business’.

The diagnostics industry in India, while largely fragmented, saw some consolidation and newer lab chains started emerging. Armed with my ISB education and learnings, I found myself perfectly positioned to take on leadership roles in corporate lab chains. I have had the opportunity to work in operations and marketing roles in some of these, in India and Sri Lanka, effectively using the knowledge acquired at ISB to successfully deliver projects such as cost optimisation and EBITDA growth, technological advancement, and clinical education.

[b]How learnings from ISB have helped her design Covid responses[/b]

When the pandemic struck in 2020, laboratories suddenly found themselves at the centre of patient and disease outcomes. As one of the members of the Covid task force team of the hospital, I was required to set up molecular diagnostic testing (PCR testing) services, rapidly scale up operations during the peaks, manage inventory and supplies, and most importantly ensuring the emotional wellbeing of employees who were tirelessly working to churn out results in the fastest possible time while maintaining quality. All this needed to be done with superhuman agility!

My ISB education helped me apply the learnings of crisis management, staying focussed amid adversity, strengthening the communication with employees and leaders, and changing our course of action based on the need of the hour. The lessons from the Operations Management course helped me take the correct investment decisions for scaling up the lab testing capability during the Covid surge.
This Blog post was imported into the forum automatically. We hope you found it helpful. Please use the Kudos button if you did, or please PM/DM me if you found it disruptive and I will take care of it. -BB
User avatar
ISBadcomBlog
Joined: 13 May 2014
Last visit: 13 May 2014
Posts: 189
Own Kudos:
Posts: 189
Kudos: 13
Kudos
Add Kudos
Bookmarks
Bookmark this Post
FROM ISB PGP Admissions Director Blog: From ‘microscopic’ pathology to ‘macro’ impact healthcare outcomes
[img]https://blogs.isb.edu/healthcare/files/2021/09/AP-Dr.-Sujata-Dhanuka.png[/img]

Dr. Sujata Dhanuka, Head of Operations, Lupin Diagnostics shares her journey of transformation from being a pathologist to becoming an agile industry leader working in the diagnostics industry. Sujata is an alumnus of the PGP Co 2010.

[b]On [/b][b]her [/b][b]current work and profession[/b]

An MD in Pathology by qualification, a natural choice for me after ISB was to effectively apply the management skills and learnings in the multistakeholder business environment of the rapidly growing diagnostics industry. At Lupin, we are setting up a chain of pathology laboratories across various geographies in India. We are in a very exciting phase in this journey where we are building a service model that uses digitisation and technology to identify the need gaps and pain points of patients and doctors in diagnostics and deliver the best-in-class customer experience.

The diagnostics industry is a critical component of healthcare delivery and has emerged as an attractive segment in India’s growing healthcare sector. My medical knowledge of pathology and the business and management skills I acquired at ISB have helped me get a holistic understanding of this industry and contribute in a meaningful way to improve healthcare outcomes and make a positive impact on patients’ lives.

[b]On the turning point in her career[/b]

The turning point in my career was my decision to enrol in the Post Graduate Programme at ISB. After my MD, I had a fulfilling career for eight years across various organisations, including a charitable hospital and later as one of the founding members of a startup diagnostic centre. However, after launching the laboratory there, I realised my medical education and years of clinical practice had not prepared me to find ways to scale up the operations of the laboratory or understand the nuances of business in this industry. It prompted me to take up formal management education.

ISB transformed me as a person and my career in an unimaginable way – from being a pathologist where my world was restricted to microscopes and patients were mere ‘samples’ to a confident medical and management professional ready to get out of my comfort zone and take up leadership positions in corporate healthcare organisations.

[b]On taking up management education[/b]

Coming from a family of management professionals – my sister and brother-in-law are both Chartered Accountants and ISB alumni – I was always in awe of their perspectives on various real-life and business situations. Ironically, though the medical practice has everything to do with communication, empathy and service, there is negligible formal training on these aspects in medical schools. My family always encouraged me to take up formal management education not only for understanding finance and business but, more importantly, to experience a world outside the medical realm and to be able to work alongside talented professionals from other industries thereby enriching my professional and personal life in the process.

In 2008, when I was preparing to apply for admission to the PGP at ISB, medical professionals enrolling for an MBA programme was practically unheard of. With the help of my sister and through ISB, I was able to connect with a few alumni who were medical professionals and understood their take on why doctors needed an MBA education. Each of their stories was so inspiring that I finally decided to take the plunge.

[b]On opportunities post AMPH[/b]

When I graduated from ISB in 2010, there were only a handful of corporate hospital chains or diagnostic lab chains. Many of these were headed by medical professionals who donned both the hats – that of a medical practitioner as well as an administrator. In trying to strike a balance between the two, it was the ‘administration’ that often took a hit. There was a dearth of doctors with a formal management education. To add to it, the healthcare industry being a service industry and the medical profession being a ‘noble profession’, many doctors were averse to the idea of associating medicine with ’business’.

The diagnostics industry in India, while largely fragmented, saw some consolidation and newer lab chains started emerging. Armed with my ISB education and learnings, I found myself perfectly positioned to take on leadership roles in corporate lab chains. I have had the opportunity to work in operations and marketing roles in some of these, in India and Sri Lanka, effectively using the knowledge acquired at ISB to successfully deliver projects such as cost optimisation and EBITDA growth, technological advancement, and clinical education.

[b]How learnings from ISB have helped her design Covid responses[/b]

When the pandemic struck in 2020, laboratories suddenly found themselves at the centre of patient and disease outcomes. As one of the members of the Covid task force team of the hospital, I was required to set up molecular diagnostic testing (PCR testing) services, rapidly scale up operations during the peaks, manage inventory and supplies, and most importantly ensuring the emotional wellbeing of employees who were tirelessly working to churn out results in the fastest possible time while maintaining quality. All this needed to be done with superhuman agility!

My ISB education helped me apply the learnings of crisis management, staying focussed amid adversity, strengthening the communication with employees and leaders, and changing our course of action based on the need of the hour. The lessons from the Operations Management course helped me take the correct investment decisions for scaling up the lab testing capability during the Covid surge.
This Blog post was imported into the forum automatically. We hope you found it helpful. Please use the Kudos button if you did, or please PM/DM me if you found it disruptive and I will take care of it. -BB
User avatar
newsISB
Joined: 20 Nov 2013
Last visit: -
Posts: 402
Own Kudos:
Posts: 402
Kudos: 28
Kudos
Add Kudos
Bookmarks
Bookmark this Post
FROM ISB Admissions Blog: Family Business Updates – September 3, 2021
Reliance Industries plans to acquire Europe’s largest solar panel manufacturer

https://www.businesstoday.in/industry/energy/story/reliance-looks-to-acquire-europes-largest-solar-panel-manufacturer-305553-2021-08-31

TCS-CDoT emerges as indigenous leader, can upgrade BSNL 4G network to 5G by 2022

https://telecom.economictimes.indiatimes.com/news/tcs-cdot-emerges-as-indigenous-leader-can-upgrade-bsnl-4g-network-to-5g-by-2022/85758044

 

The rare side of Godrej Industries next boss Nadir Godrej

https://www.livemint.com/companies/people/the-rare-side-of-godrej-industries-next-boss-nadir-godrej-11630372481256.html

Hero MotoCorp launched Hero Hunk 150R motorcycle in Bangladesh

https://www.business-standard.com/article/news-cm/hero-motocorp-rises-on-launching-hero-hunk-150r-motorcycle-in-bangladesh-121083000321_1.html

 

CavinKare eyeing revenue of Rs 5,000 crores

https://economictimes.indiatimes.com/industry/cons-products/fmcg/cavinkare-eyeing-revenue-of-rs-5000-crores/articleshow/85773394.cms

 

Apollo Hospitals: All Reddy to manage healthcare

https://www.thehindubusinessline.com/specials/corporate-file/a-conversation-with-apollo-hospitals-md-suneeta-reddy/article36165639.ece
This Blog post was imported into the forum automatically. We hope you found it helpful. Please use the Kudos button if you did, or please PM/DM me if you found it disruptive and I will take care of it. -BB
User avatar
ISBadcomBlog
Joined: 13 May 2014
Last visit: 13 May 2014
Posts: 189
Own Kudos:
13
 [1]
Posts: 189
Kudos: 13
 [1]
1
Kudos
Add Kudos
Bookmarks
Bookmark this Post
FROM ISB PGP Admissions Director Blog: Family Business Updates – September 3, 2021
Reliance Industries plans to acquire Europe’s largest solar panel manufacturer

https://www.businesstoday.in/industry/energy/story/reliance-looks-to-acquire-europes-largest-solar-panel-manufacturer-305553-2021-08-31

TCS-CDoT emerges as indigenous leader, can upgrade BSNL 4G network to 5G by 2022

https://telecom.economictimes.indiatimes.com/news/tcs-cdot-emerges-as-indigenous-leader-can-upgrade-bsnl-4g-network-to-5g-by-2022/85758044

 

The rare side of Godrej Industries next boss Nadir Godrej

https://www.livemint.com/companies/people/the-rare-side-of-godrej-industries-next-boss-nadir-godrej-11630372481256.html

Hero MotoCorp launched Hero Hunk 150R motorcycle in Bangladesh

https://www.business-standard.com/article/news-cm/hero-motocorp-rises-on-launching-hero-hunk-150r-motorcycle-in-bangladesh-121083000321_1.html

 

CavinKare eyeing revenue of Rs 5,000 crores

https://economictimes.indiatimes.com/industry/cons-products/fmcg/cavinkare-eyeing-revenue-of-rs-5000-crores/articleshow/85773394.cms

 

Apollo Hospitals: All Reddy to manage healthcare

https://www.thehindubusinessline.com/specials/corporate-file/a-conversation-with-apollo-hospitals-md-suneeta-reddy/article36165639.ece
This Blog post was imported into the forum automatically. We hope you found it helpful. Please use the Kudos button if you did, or please PM/DM me if you found it disruptive and I will take care of it. -BB
User avatar
newsISB
Joined: 20 Nov 2013
Last visit: -
Posts: 402
Own Kudos:
Posts: 402
Kudos: 28
Kudos
Add Kudos
Bookmarks
Bookmark this Post
FROM ISB Admissions Blog: 3 things about ISB diversity every PGP aspirant should keep in mind.
While speaking about India and its future as an independent nation, Mahatma Gandhi once said, “Our ability to reach unity in diversity will be the beauty and the test of our civilization.” The quote still stands strong today through all walks of life. Even in a learning environment, when people from diverse working backgrounds and learnings come together in a classroom, a more comprehensive understanding of the subject matter develops. It also teaches individual students how to use their strengths and points of view to contribute to a diverse working environment.

When it comes to PGP, unity in diversity isn’t a farfetched idea. Diversity is the true flavour of ISB & every PGP class stands as a testament to inclusion, representation & learning. In a recent online interactive session, alumni from three different PGP batches and times at ISB came together to discuss “How can the diversity at ISB add new dimensions to your career?” Here are the three things future aspirants should learn and keep in while applying for PGP.

#1 Expect the Unexpected:

Before entering the PGP classroom, many students have preconceived notions about class composition which a typical MBA batch has and the kind of people one may study with. All these perceptions get shattered at ISB where you get the chance to study with a diverse set of people coming from a varied spectrum of industry backgrounds and experiences.

Speaking on the unexpected companions, Arijit Biswas recalls how mind-boggling and intimidated he felt during his time. “Like many other GMAT students, I read the Sentence Correction Book by Aristotle Prep for preparation. When I got into ISB, I was surprised to know that the writer of that book was a part of my class. Another surprise came in the form of a restaurateur who owned one of the oldest restaurants in Delhi called Pindi on the famous Pandara Road. Another batchmate of mine turned out to be a clinical research scientist who left her career in Canada and moved back to India to pursue a management course from ISB. Surprising it may have seen at that time, I can understand their reasons now,” he said.

Taking a note out of his experience, Sagar remembers how diverse his PGP class was. “I could see a 23-year-old who had presented a paper in Israel, a 30-year-old who wrote case studies for Harvard to another 30-year-old working with the Intelligence Bureau (IB) and a 44-year-old pilot from the Indian Air Forces in the same class. The person who sat next to me had two books that were bestsellers and had already exited two successful startups after early investment before joining PGP. Such is the class diversity at ISB where you interact & learn with people from all walks of life. Leave aside the faculty & course, one can straightway get life-lessons from their peers itself”

Priya, who works in the impact investment sector, finds herself as the diverse elements of her PGP batch. “A lot of batchmates were people from the USA who were coming back to India. ISB helped them change sectors and functional roles. We had a fair share of doctors, army veterans and even a famous TV anchor in our batch. This gives a very well-rounded exposure and helps develop diverse perspective and business knowledge,” she says.

#2 With Great Diversity comes Greater Learning

One of the biggest USPs that comes with diversity is the different perspectives and knowledge one reaps from it. The interaction and conversation peers have at ISB can have a major impact and the career direction altogether.

Speaking on how PGP changed her career direction, Priya recollects, “Prior to ISB, I wasn’t aware of the impact investment space. In fact, back in 2010, it was fairly a new area in the country and only people from mainstream finance backgrounds eventually entered the sector. Impact investing is all about melding development & investing. I gained insights into the sector through conversations with cohorts who had prior exposure & experience by working abroad on impact investment funds. All in all, PGP helped me discover a new area of work which I had no clue about before and eventually ended working in.”

Arijit recalls how learning from the experiences of his PGP cohorts paved the way for him to become a successful entrepreneur. “When I wrote my application essay for ISB, I mentioned how I wanted to foray into the world of consulting upon completion of the programme. Most of my cohorts came from entrepreneurial backgrounds with few successes and failures in the startup ecosystem. ISB is the perfect place to learn from your mistakes and restructure your thought process. The conversations I had with them inspired me to take a leap of faith and venture into technology-based startups. This confidence comes from the safety net PGP provides. If you succeed the sky is the limit & even if you fail, you can always find suitable opportunities in the ISB network. These were learnings I implicitly implied from PGP that helped me become an entrepreneur.”

Similarly for Sagar, PGP helped him land up in a role that he never imagined. “When we talk about learnings at ISB, I can divide the entire experience into three parts. Firstly, I wasn’t aware of the career options I could fit into. For example, I never thought of getting into consulting as I wanted to explore everything available for learning. My batchmates were the ones who looked at my profile and suggested consulting to me which I casually ignored. They pushed me to go consulting opportunities and today am working in the consulting sector. Secondly, the conversations I had with my roommate and cohorts taught me the problems people face in the corporate areas especially in terms of gender, sexuality, class and even caste. These conversations opened a lot of understanding before entering the corporate sector & how corporate leadership needs to adhere to better standards. Lastly, the experience taught me the proper use of frameworks in everyday life. I can even tell my learnings from PGP in a more structured manner, all thanks to ISB!”

#3 It is Potential, not Achievements that Matter.

The admission process to ISB is not reflective of individual academic excellence and achievements but rather follows a more holistic approach for evaluation. One shouldn’t feel intimidated by ISB’s stellar alumni and discount their chances of getting into PGP. One should focus more on their individual potential to grow than focussing on the competition.

Speaking about the admission process and what it takes to get into ISB, Sagar emphasises why grades don’t matter that much. “Am I even cut out for ISB? I had been asking this question even before I applied for the programme. I didn’t have good grades, decent GMAT score, or anything extraordinary to show for. I was working with NGOs and writing poetry while applying for a B-School. After getting into ISB, I realised that the cohort is not a bunch of over-achievers but a band of passionate learners who put their hearts into their work and are able to tell a great story about it. One should keep in mind that ISB as a brand benefits less from your past achievements and more from your future potential.”

Priya strongly suggests steering away from bragging about achievements as they seem disingenuous while applying for ISB. “I believe the extent of your achievement doesn’t really matter, it is the learning that you derive and how well you put forth that is more important. Even if your achievement may seem small, what you learned from that experience and how it contributed towards your growth is the more significant.”

Adding his view to the subject, Arijit stresses on aspirants to find the sparks and strong reason to choose PGP. “One has to show how they can be an asset to the PGP cohort. It is not just about how you benefit from ISB but also about how you can give back to the programme, apart from academic brilliance. The admission committee values applications from the academic, professional as well as cultural lens.”

The above article summarises and presents excerpts from an online panel discussion organised by The Indian School of Business on the topic “How can the diversity at ISB add new dimensions to your career?” dating 28-07-2021 at 7:00 PM IST. Priya Nadkarni (PGP Co’2010) is the founder of Mrida Education and Welfare Society. Arijit Biswas (PGP Co’2015) is the co-founder of EnrichAI. Sagar Papneja (PGP Co’2020) currently works as an Associate Principal Consultant at Nagarro. The session was hosted by Yashwant Pulumati, Senior Manager- Admissions & Financial Aid at ISB.

Author: Paritosh Garlyal
This Blog post was imported into the forum automatically. We hope you found it helpful. Please use the Kudos button if you did, or please PM/DM me if you found it disruptive and I will take care of it. -BB
User avatar
ISBadcomBlog
Joined: 13 May 2014
Last visit: 13 May 2014
Posts: 189
Own Kudos:
Posts: 189
Kudos: 13
Kudos
Add Kudos
Bookmarks
Bookmark this Post
FROM ISB PGP Admissions Director Blog: 3 things about ISB diversity every PGP aspirant should keep in mind.
While speaking about India and its future as an independent nation, Mahatma Gandhi once said, “Our ability to reach unity in diversity will be the beauty and the test of our civilization.” The quote still stands strong today through all walks of life. Even in a learning environment, when people from diverse working backgrounds and learnings come together in a classroom, a more comprehensive understanding of the subject matter develops. It also teaches individual students how to use their strengths and points of view to contribute to a diverse working environment.

When it comes to PGP, unity in diversity isn’t a farfetched idea. Diversity is the true flavour of ISB & every PGP class stands as a testament to inclusion, representation & learning. In a recent online interactive session, alumni from three different PGP batches and times at ISB came together to discuss “How can the diversity at ISB add new dimensions to your career?” Here are the three things future aspirants should learn and keep in while applying for PGP.

#1 Expect the Unexpected:

Before entering the PGP classroom, many students have preconceived notions about class composition which a typical MBA batch has and the kind of people one may study with. All these perceptions get shattered at ISB where you get the chance to study with a diverse set of people coming from a varied spectrum of industry backgrounds and experiences.

Speaking on the unexpected companions, Arijit Biswas recalls how mind-boggling and intimidated he felt during his time. “Like many other GMAT students, I read the Sentence Correction Book by Aristotle Prep for preparation. When I got into ISB, I was surprised to know that the writer of that book was a part of my class. Another surprise came in the form of a restaurateur who owned one of the oldest restaurants in Delhi called Pindi on the famous Pandara Road. Another batchmate of mine turned out to be a clinical research scientist who left her career in Canada and moved back to India to pursue a management course from ISB. Surprising it may have seen at that time, I can understand their reasons now,” he said.

Taking a note out of his experience, Sagar remembers how diverse his PGP class was. “I could see a 23-year-old who had presented a paper in Israel, a 30-year-old who wrote case studies for Harvard to another 30-year-old working with the Intelligence Bureau (IB) and a 44-year-old pilot from the Indian Air Forces in the same class. The person who sat next to me had two books that were bestsellers and had already exited two successful startups after early investment before joining PGP. Such is the class diversity at ISB where you interact & learn with people from all walks of life. Leave aside the faculty & course, one can straightway get life-lessons from their peers itself”

Priya, who works in the impact investment sector, finds herself as the diverse elements of her PGP batch. “A lot of batchmates were people from the USA who were coming back to India. ISB helped them change sectors and functional roles. We had a fair share of doctors, army veterans and even a famous TV anchor in our batch. This gives a very well-rounded exposure and helps develop diverse perspective and business knowledge,” she says.

#2 With Great Diversity comes Greater Learning

One of the biggest USPs that comes with diversity is the different perspectives and knowledge one reaps from it. The interaction and conversation peers have at ISB can have a major impact and the career direction altogether.

Speaking on how PGP changed her career direction, Priya recollects, “Prior to ISB, I wasn’t aware of the impact investment space. In fact, back in 2010, it was fairly a new area in the country and only people from mainstream finance backgrounds eventually entered the sector. Impact investing is all about melding development & investing. I gained insights into the sector through conversations with cohorts who had prior exposure & experience by working abroad on impact investment funds. All in all, PGP helped me discover a new area of work which I had no clue about before and eventually ended working in.”

Arijit recalls how learning from the experiences of his PGP cohorts paved the way for him to become a successful entrepreneur. “When I wrote my application essay for ISB, I mentioned how I wanted to foray into the world of consulting upon completion of the programme. Most of my cohorts came from entrepreneurial backgrounds with few successes and failures in the startup ecosystem. ISB is the perfect place to learn from your mistakes and restructure your thought process. The conversations I had with them inspired me to take a leap of faith and venture into technology-based startups. This confidence comes from the safety net PGP provides. If you succeed the sky is the limit & even if you fail, you can always find suitable opportunities in the ISB network. These were learnings I implicitly implied from PGP that helped me become an entrepreneur.”

Similarly for Sagar, PGP helped him land up in a role that he never imagined. “When we talk about learnings at ISB, I can divide the entire experience into three parts. Firstly, I wasn’t aware of the career options I could fit into. For example, I never thought of getting into consulting as I wanted to explore everything available for learning. My batchmates were the ones who looked at my profile and suggested consulting to me which I casually ignored. They pushed me to go consulting opportunities and today am working in the consulting sector. Secondly, the conversations I had with my roommate and cohorts taught me the problems people face in the corporate areas especially in terms of gender, sexuality, class and even caste. These conversations opened a lot of understanding before entering the corporate sector & how corporate leadership needs to adhere to better standards. Lastly, the experience taught me the proper use of frameworks in everyday life. I can even tell my learnings from PGP in a more structured manner, all thanks to ISB!”

#3 It is Potential, not Achievements that Matter.

The admission process to ISB is not reflective of individual academic excellence and achievements but rather follows a more holistic approach for evaluation. One shouldn’t feel intimidated by ISB’s stellar alumni and discount their chances of getting into PGP. One should focus more on their individual potential to grow than focussing on the competition.

Speaking about the admission process and what it takes to get into ISB, Sagar emphasises why grades don’t matter that much. “Am I even cut out for ISB? I had been asking this question even before I applied for the programme. I didn’t have good grades, decent GMAT score, or anything extraordinary to show for. I was working with NGOs and writing poetry while applying for a B-School. After getting into ISB, I realised that the cohort is not a bunch of over-achievers but a band of passionate learners who put their hearts into their work and are able to tell a great story about it. One should keep in mind that ISB as a brand benefits less from your past achievements and more from your future potential.”

Priya strongly suggests steering away from bragging about achievements as they seem disingenuous while applying for ISB. “I believe the extent of your achievement doesn’t really matter, it is the learning that you derive and how well you put forth that is more important. Even if your achievement may seem small, what you learned from that experience and how it contributed towards your growth is the more significant.”

Adding his view to the subject, Arijit stresses on aspirants to find the sparks and strong reason to choose PGP. “One has to show how they can be an asset to the PGP cohort. It is not just about how you benefit from ISB but also about how you can give back to the programme, apart from academic brilliance. The admission committee values applications from the academic, professional as well as cultural lens.”

The above article summarises and presents excerpts from an online panel discussion organised by The Indian School of Business on the topic “How can the diversity at ISB add new dimensions to your career?” dating 28-07-2021 at 7:00 PM IST. Priya Nadkarni (PGP Co’2010) is the founder of Mrida Education and Welfare Society. Arijit Biswas (PGP Co’2015) is the co-founder of EnrichAI. Sagar Papneja (PGP Co’2020) currently works as an Associate Principal Consultant at Nagarro. The session was hosted by Yashwant Pulumati, Senior Manager- Admissions & Financial Aid at ISB.

Author: Paritosh Garlyal
This Blog post was imported into the forum automatically. We hope you found it helpful. Please use the Kudos button if you did, or please PM/DM me if you found it disruptive and I will take care of it. -BB
User avatar
newsISB
Joined: 20 Nov 2013
Last visit: -
Posts: 402
Own Kudos:
Posts: 402
Kudos: 28
Kudos
Add Kudos
Bookmarks
Bookmark this Post
FROM ISB Admissions Blog: My incredible one year at ISB
“ISB provides an absolute work-class academics.”

“The professors at ISB are at the top of their game.”

– Prashanth Venkatesh

If I could summarise my journey through ISB in one sentence, it probably would be “Lived a lifetime in one year.” That is how wonderfully crazy it is to study at ISB.

You really get to know how much can happen in a single calendar year. It is really about 365 days and nights where one spends around 20 hours a day learning & just 4 hours sleeping. You meet professionals from all over the country and different parts of the globe. One gets to participate in conferences, presentations, quizzes, events, clubs, networking and much more. I am glad that I was able to do all of it in just one year and look back at it as a fond memory.

Sometimes in life, it is more important to know what you don’t want to do rather than what you want to do. In an era where we are inundated by choices, it becomes difficult to choose where you want to go ahead in your career. My curiosity towards marketing made my choice quite easy and that is how I came to ISB – the mecca of marketing.

I managed to specialise in Marketing as well as Finance. These specialisations benefitted my career tremendously. Marketing helped me land into my job and I have never looked back ever since. Finance helped me appreciate the way great companies are built around strong capital investments. One cannot have a strong company without a strong balance sheet.

How ISB empowers you

When I think about how PGP empowered me and my career, I chart out three strong points. These three takeaways are the cornerstone of my leadership and career development. There are many great B-Schools around the world and in India but what differentiates ISB for me are the following:

A) World Class Academics

ISB provides absolute work-class academics. PGP has a very designed curriculum that can be split into two terms – the core term and the elective term. Core term lays a strong foundation of business management wherein you learn the basics of subjects such as finance, strategy, economics, marketing and digital marketing. The elective term is where you discover the subject of your interest & garner in-depth knowledge about them. Overall, ISB provides a great mix of courses on Operations, Leadership, Analytics, Strategy, Finance and Marketing.

The professors at ISB are at the top of their game. We had around 30 professors on the campus & each one of them was a master of their subjects. These tutors aren’t like latching on to their past laurels but are continuing to do great research & teach from a more contemporary point of view. The amount of visiting faculty that comes to ISB is unparallel in India. Professors from Top B-Schools bring diverse knowledge and aid in developing a well-rounded global perspective.

Another great advantage that ISB brings is the peer learning group where all our batchmates come from diverse backgrounds and share varied perspectives from different walks of life. These peers end up becoming a part of your life and life-long friends. I still keep in touch with my peer group and share career notes with them on regular basis.

Lastly, international immersion plays a very crucial role in developing a global business perspective. Though I didn’t apply for the student exchange programme, I still ended up students coming from Top B-Schools in the USA, Europe and Asia on the campus. The learning environment ISB provides is inconceivable until you join the programme yourself!

B) The Extraordinary Network

I think you hear every single ISB alum rave about the Alumni Network and like most of the aspirants, I had the same question – Why should I pay so much for a network? Yet ten years after graduating from ISB, it is probably my biggest takeaway – having an unbelievably diverse network.

In my class itself, we had cohorts from every single undergrad out there and all walks of life. My wife herself was a doctor who had served in the Indian Navy. We had journalists, lawyers, engineers, economists, medical professionals, army personnel and the list goes on.

Even the functional experience you see in the class is mind-boggling. We had engineers who had already moved into a different functional area. There were people from consulting. Few of them had on-ground experience in the energy sector. Getting to learn from their experience was a fantastic experience. Talking about sectoral representation, we had people who had worked in SBI and ICICI in the same class! All in all, ISB has diversity at its core.

When I look at the Alumni Network, each member has an unfathomable number of resources to tap in from. From startups to big conglomerates; Consulting giants to financial moguls; social impact to public policy – you will find ISB alumni working in all sectors all around the world.

A network is not about having a thousand friends. It is about having 1000 people whom you can turn up to any time for advice. ISB Alumni Network in that sense is a truly Transformational Network.

C) Personal Growth

In a country where you have Top B-Schools with over 60 years of legacy, ISB is a very young B-School and yet very entrepreneurial in nature. Entrepreneurial not in terms of joining a startup, but rather the way it induces creativity, innovation and growth mindset through its pedagogy and research. This helps you immensely in career development not just after graduation, but even 10 years down the line. From my batch of 2011, only 1% of the classmates are in the same field they started their career in and are doing phenomenally well in their lives.

Think of ISB as a startup ecosystem where you can do what you want to do like an entrepreneur. If a student is interested in something – nothing stops him/her from taking the initiative. For example, 10 years back during my time at ISB, India had won its first individual gold medal in Olympics, a batchmate of ours started an initiative called ISL to bring sports and business together on the campus. Another batchmate wanted to start a mutual fund and school helped him find ways to do it. This is something unique to ISB in comparison to traditional B-Schools where you have a long hierarchy and process to get things done.

Since ISB is very entrepreneurial, it has managed to keep its curriculum & course upgraded and global. The school really listens to the frequent feedback alumni provide keeps updating itself accordingly.

All in all, ISB has a student-driven entrepreneurial culture. I believe it also applies to the alumni as well. You will never see alumni as passionate about ISB in any other school. We are always in touch with the school in any possible we can.

Prashanth Venkatesh is Marketing Director, Brand Unilever & Sustainability at Unilever. An ISB alumnus (PGP Co’2011), Prasanth leads Master Brand Communication for Unilever in India, heading Unilever’s flagship behaviour change and deployment programs across WASH, Plastics, and Health. He also Leads partnerships with government and impact sector partners. The blog summarises his PGP journey he shared during an online session conducted by the Indian School of Business.

Author: Paritosh Garlyal
This Blog post was imported into the forum automatically. We hope you found it helpful. Please use the Kudos button if you did, or please PM/DM me if you found it disruptive and I will take care of it. -BB
   1  ...  19   20   21   22   23  ...  28