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| FROM ISB PGP Admissions Director Blog: 6 ISB alums who made an impact in the Indian Startup Ecosystem |
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The Indian School of Business (ISB) is highly regarded as a premier global, independent, management institution that grooms’ business leaders and entrepreneurs. It is the only Indian institution to be featured in the Top 25 B-Schools of FT Global MBA Rankings 2021, thus proving its mettle in providing world-class management education. Over the course of time, ISB has nurtured entrepreneurial skills in a plethora of students, who have made a name for themselves through their innovative leadership and management. In the first edition of the ISB Verve series, we share a few notable entrepreneurs who have created a niche for themselves in their industry verticals. From automobile, technology, finance to education, their diversity truly reflects the core strengths of ISB and the potential to nurture future business leaders and entrepreneurs. Mayank Kumar, upGrad ![]() Mayank Kumar is an ISB Alumni from the PGP Class of 2009 and co-founder of upGrad, a unicorn startup in the Ed-tech space. upGrad began in 2015 with the conviction that in an ever-changing industry, professionals need to continuously upskill themselves in order to stay relevant. Starting with the first program in Entrepreneurship, upGrad has created some of India’s largest online programmes to help thousands of professionals achieve their career goals in the areas of data technology and management. With over 10 years of experience in education as an investor and advisor, Mayank focuses on the overall growth and strategy, team building and strategic partnerships at upGrad. The startup received the ‘Best Education Brands’ award by Economic Times in 2018, Most Innovative Companies in India’ by Fast Company in 2017 and has made it to LinkedIn’s ‘Top 25 Startups’ two years in a row (2018 and 2019) and 1st position in 2020. Aakash Chaudhry, Aakash Institutes ![]() Aakash Chaudhry is the Managing Director & Co-Promoter at Aakash Educational Services Limited (AESL). An ISB alumnus from the PGP Class of 2004, he leads the senior management team and is responsible for the overall supervision and direction of the company. Started in 1988, AESL offers coaching services for medical as well as engineering entrance exams and foundation level exams through distinct verticals namely, Aakash Medical, Aakash IIT-JEE & Aakash Foundations. With a pan-India network of 200+ Aakash Centres and more than 250,000 student Count, AESL is one the largest tutorial chain in India. In 2021, Byju’s acquired AESL in a cash & stock deal estimated at $950 million. The buyout is among the largest acquisitions by an Indian startup – bigger than Snapdeal’s purchase of Freecharge for $400 million in 2015 & Flipkart’s acquisition of Myntra for an estimated $330 million in 2014. In 2018, Aakash Chaudhry was recognised as one of the disruptive leaders by Business World and was listed among the coveted “40 Under 40” young leaders list. Piyush Shah, InMobi Group ![]() Piyush Shah is the co-founder of InMobi Group. Founded in 2007, InMobi is the world’s leading Marketing Cloud, driving real connections between brands and consumers. The startup has been recognised as 2019 CNBC Disruptor 50 Company and Fast Company’s 2018 Most Innovative Companies. Piyush currently heads the vision, strategy, and execution of Marketing Cloud and Data Cloud services. Before taking up this role, he spearheaded the product team as the Chief Product Officer and lead the Performance Advertising business. Piyush was also instrumental in launching InMobi SmartPay, a mobile payment solution. Married with two kids, Piyush graduated in Strategy and Marketing from ISB, Hyderabad in 2004 and was president of the ISB Alumni chapter. Umang Kumar, CarDekho.com ![]() Umang Kumar is an internet entrepreneur and co-founder & president of Cardekho.com. In a decade of experience across internet startups & leading media houses, Umang started his career in media/sales strategy after graduating from ISB in 2006 and found his calling as a quintessential sales guy. The same blend is what came in handy while building up a multitude of online businesses including Cardekho.com. His company has been revolutionising the personal mobility space since 2008 by integrating technology in the automotive sector. It has expanded to Southeast Asia with Zigwheels.ph, Zigwheels.my and Oto.com & UAE with Zigwheels.ae. With investors including Google Capital, Tybourne Capital, Hillhouse Capital, Sequoia Capital, HDFC Bank, Ratan Tata and Times Internet, the company is poised to scale up & succeed. Rahul Garg, Moglix ![]() After graduating summa cum laude from the PGP class of 2010, Rahul Garg worked with IAB and Google before founding his startup – Moglix. Started in the year 2015, Moglix is an Asia-based E-commerce company intensively inclined towards B2B procurement of industrial supplies, in particular, MRO, Safety, Electricals, Lighting, Cleaning & Housekeeping, Office Stationery & Supplies, Power Tools and many more industry essentials. The company currently has a supply chain network of more than 16,000 suppliers across 35 warehouses and lists more than 500,000 stock-keeping units on its online marketplace. $120 million from investors at a valuation of $1 billion in 2021, Moglix entered the exclusive unicorn club in the startup ecosystem. Harshvardhan Lunia, Lendingkart An ISB graduate from PGP Class of 2008, Harshvardhan Lunia is the Co-founder & CEO of Lendingkart. Founded in 2014, the ![]() startup aims to make working capital finance available at the fingertips of entrepreneurs, allowing them to focus on business instead of worrying about the gaps in their cash-flows. Lendingkart has developed technology tools that facilitate lenders to evaluate borrower’s creditworthiness and provide them with other related services. |
| FROM ISB Admissions Blog: When I saw the ISB Campus, it was like love at first sight! – Rajiv Nair |
|
“When I saw the ISB Campus, it was like love at first sight! The rigour of PGPMAX continues to be the key reason why leaders should choose the programme over other EMBA courses.” – Rajiv Nair, Class of 2011 (Founding Class) Rajiv Nair is the group CEO of Kaya Limited, India’s leading chain of dermatologist-backed clinics committed to delivering flawless skin and healthy hair. Equipped with state-of-art safe technologies, Kaya Clinic provides a wide range of hair, skincare solutions and dermatologist formulated retail products. With over two decades of experience in the retail sector, Rajiv Nair has worked in nearly all retail formats serving key leadership positions in Celio, Hypercity Retail India Limited & Shoppers Stop. Be it departmental stores, specialty retail, hypermarket format or catalogue retailing, Mr Nair’s areas of expertise include Buying & Merchandising, Retail Operations, Private Label/Brand Development and overall P&L responsibilities. A proud ISB alumnus, Rajiv Nair was among the founding class of PGPMAX in 2011. After almost a decade after graduating from ISB, Mr Nair reflects on his time pursuing PGPMAX – the life, learnings, experience & lessons he still cherishes to this date. Tell us about yourself, your role in the current organization and your professional journey so far. My professional journey began at the age of 21 when I applied for a role in India’s first departmental store “Shoppers Stop” as a Graduate Management Trainee (to kill time as I was preparing for competitive exams!) This turned out to be very lucky for me as I spent the next 15 years with the Shoppers Stop Group. I had an amazing run of 15 years at Shoppers Stop, growing from a trainee to the Business Head. I took up many challenging leadership assignments in this organization including my role as the Trading Head for Women’s & Kidswear, Head of Men’s Own Label, Business Head of Mothercare (UK based brand for Mothers & Babies), Business Head of General Merchandise & Apparel at Hypercity (Big Box Hypermarket) & Argos UK. Sometimes things just happen for a reason & my entry into Retail was sheer chance. I grabbed this opportunity with both hands. Along the way, I completed an MBA in Marketing from the University of Mumbai to understand the nuances of consumer marketing after 3 years of working at the Department Store. ISB PGPMAX was my second MBA at the age of 37. After ISB, I joined Celio (French Apparel Retailer) as CEO for their India business (joint venture with the Future Group). For the last 4 years, I have been Group CEO of Kaya Limited which runs over 100 dermatology clinics across India and the Middle East. Kaya is a brand promoted by Mr. Harsh Mariwala, the Chairman of Marico. We are India’s largest dermatology chain and one of the best Dermatology Clinics in the middle east in countries like the UAE, Saudi Arabia & Oman. On the personal front, my wife, Bakul is a passionate retailer & a keen marketer. I have two lovely daughters – Ananya (14) & Aditi (8) who are studying in School. What inspired you to join the PGPMAX programme? Why ISB? I spent 2 years in Hyderabad between 2002-2004 as Unit Head (Operations) for our Department Store at Hyderabad. During that stint, I had the chance of visiting the brand new ISB campus to look at some tie-up opportunities. When I saw the ISB Campus, it was like love at first sight! I interacted with a bunch of students who did a project at our store that year. They made a strong impression on the quality of education. After completing over 18 years in Retail, across multiple formats, I felt that I was ready to take a leap and manage a business as its CEO. To grow further from an EXCOM (leadership team) to CEO, I felt the need to upskill myself further in Business Strategy & Leadership. Business Environment in retail was becoming more complex & uncertain posing many challenges to our Hypermarket business. I was therefore contemplating a second MBA & hence was looking at both Indian and Foreign universities. When I saw the ISB PGPMAX advert, it checked all the boxes. My Primary considerations were a classroom setup, world-class faculty & working while learning (no career break). My prior exposure to ISB made my decision easy. I did not even have to attend any info sessions & dived right in taking a leap of faith. How has the overall ISB experience affected your career direction? I have always aimed and envisioned myself to be at the top job in my field of work but felt I lacked some crucial skills. To lead well, you need to learn well. ISB PGPMAX helped me learn as well as polish skills especially in terms of Leadership, Strategy, Finance & Entrepreneurship. Tell us about your ISB days, specifically about the course and the faculty. What ISB memories do you connect with most profoundly? I loved every minute of the ISB experience. If I must pick a few, the first without doubt were my batchmates. Thanks to PGPMAX, I’m in the company of some of the most brilliant minds in the industry. We meet every year & reconnect. Our banter on WhatsApp goes on every day! The classroom experience is the highlight of PGPMAX. The eminent faculty members from the best B-schools globally make learning fun at ISB. The rigour of the programme continues to be one of the key reasons why EMBA aspirants should choose PGPMAX over other EMBA courses. Of all the modules and subjects, I enjoyed Strategy, Finance, Economics, Leadership & Entrepreneurship. I cannot forget my interactions with our Work Group viz. Group E (Excellence). We virtually spent our days and nights together as a team. They were my best buddies during my time on campus. The Gala Events in the evenings were a welcome break & so were the drinks & dinners with friends. What are the ways through which business leaders should manage the current unprecedented times? I would like to share some of the learning that I had as a CEO in the early days of the pandemic.
The Covid 19 pandemic is a once-in-a-lifetime event & challenges every fundamental of business planning & strategy of BAU. No one had plans for business shutdowns of the scale that we have seen in the last 2 years. The ISB PGPMAX trained us to adapt to the ever-changing business environment. The first subject that we learned at ISB was called Decision Making under Uncertainty (DMUU). I would recommend this programme to all aspirants during the pandemic. The sheer wealth of experience of the faculty and the cohorts gives you a perspective that can never be gained through on-the-job experience. There is no right time to join PGPMAX. The programme deals with the best knowledge in the current context and brings to bear the collective experience of the global faculty & seasoned professionals from the industry. In this complex & uncertain environment, all of us need guidance and coaching. What better place than ISB! What is your philosophy of a good leader? What nuances of leadership did you pick up during the programme worth applying in your professional life? The concept of a Level 5 leader, which I learned in the ISB class on Leadership, is something that has stuck with me till today. Empathy in a leader is a crucial trait & in this pandemic era, it is perhaps the most important trait. The program helped me realize the need to balance performance & people focus. Great leaders have always had a keen ability to listen and learn from their people. The other key learning is the ability to create a leadership team that will complement your strengths. Surround yourselves with people who are better than you at their core functions & channelise their energies to drive excellence. With the digital & social media revolution, I am learning a lot from my juniors as some of the new-age disruptive ideas come from the younger teams. The ability to try, fail fast & move on is something that I have also inculcated over the years. No plans are perfect. Pilot ideas and learn. What does it mean to you to be part of the ISB Alumni community? The value you have derived and how has it benefited you? I cherish the lifelong friendship & bond that we created at ISB. I have made many friends & built a great network through the Alumni. We meet our class group at least once a year when we go for a two-day trip to a new destination every year. Our trips to Hyderabad, Kolkata, Kochi & Galle were memorable. The Alumni network has been a constant companion in helping us reconnect with the school and some of us still contribute in our small ways in helping the school. We also have access to the larger ISB community through platforms like Workplace & LinkedIn networks. ISB also conducts lifelong learning sessions for us to benefit from the best faculty through webinars. What is it that keeps you buoyed and relevant? What do you cherish doing in your spare time? While I have always loved the outdoors and my favourite holidays have been in the mountains, I picked up a very healthy habit during the pandemic. I aimed to cover at least 50 KMS per week with a mix of runs and brisk walks to improve my fitness. I have done this for almost a year now and I am thoroughly enjoying it. The pandemic also helped me spend more time with my wife & kids which has been wonderful. Reading, spending time watching movies & OTT shows have been my favourite pass time in the last year. What advice would you give to the current classes? Cherish every moment, create friendships for life. Partake in the great learnings and contribute to the learning environment (as it is two-way). Do not fret over your future career moves after ISB. Focus on the time that you spend at ISB and make the best out of every single day as you will miss them! If you must encapsulate ISB experience in just one word, what would that be? Enriching |
| FROM ISB PGP Admissions Director Blog: When I saw the ISB Campus, it was like love at first sight! – Rajiv Nair |
|
“When I saw the ISB Campus, it was like love at first sight! The rigour of PGPMAX continues to be the key reason why leaders should choose the programme over other EMBA courses.” – Rajiv Nair, Class of 2011 (Founding Class) Rajiv Nair is the group CEO of Kaya Limited, India’s leading chain of dermatologist-backed clinics committed to delivering flawless skin and healthy hair. Equipped with state-of-art safe technologies, Kaya Clinic provides a wide range of hair, skincare solutions and dermatologist formulated retail products. With over two decades of experience in the retail sector, Rajiv Nair has worked in nearly all retail formats serving key leadership positions in Celio, Hypercity Retail India Limited & Shoppers Stop. Be it departmental stores, specialty retail, hypermarket format or catalogue retailing, Mr Nair’s areas of expertise include Buying & Merchandising, Retail Operations, Private Label/Brand Development and overall P&L responsibilities. A proud ISB alumnus, Rajiv Nair was among the founding class of PGPMAX in 2011. After almost a decade after graduating from ISB, Mr Nair reflects on his time pursuing PGPMAX – the life, learnings, experience & lessons he still cherishes to this date. Tell us about yourself, your role in the current organization and your professional journey so far. My professional journey began at the age of 21 when I applied for a role in India’s first departmental store “Shoppers Stop” as a Graduate Management Trainee (to kill time as I was preparing for competitive exams!) This turned out to be very lucky for me as I spent the next 15 years with the Shoppers Stop Group. I had an amazing run of 15 years at Shoppers Stop, growing from a trainee to the Business Head. I took up many challenging leadership assignments in this organization including my role as the Trading Head for Women’s & Kidswear, Head of Men’s Own Label, Business Head of Mothercare (UK based brand for Mothers & Babies), Business Head of General Merchandise & Apparel at Hypercity (Big Box Hypermarket) & Argos UK. Sometimes things just happen for a reason & my entry into Retail was sheer chance. I grabbed this opportunity with both hands. Along the way, I completed an MBA in Marketing from the University of Mumbai to understand the nuances of consumer marketing after 3 years of working at the Department Store. ISB PGPMAX was my second MBA at the age of 37. After ISB, I joined Celio (French Apparel Retailer) as CEO for their India business (joint venture with the Future Group). For the last 4 years, I have been Group CEO of Kaya Limited which runs over 100 dermatology clinics across India and the Middle East. Kaya is a brand promoted by Mr. Harsh Mariwala, the Chairman of Marico. We are India’s largest dermatology chain and one of the best Dermatology Clinics in the middle east in countries like the UAE, Saudi Arabia & Oman. On the personal front, my wife, Bakul is a passionate retailer & a keen marketer. I have two lovely daughters – Ananya (14) & Aditi (8) who are studying in School. What inspired you to join the PGPMAX programme? Why ISB? I spent 2 years in Hyderabad between 2002-2004 as Unit Head (Operations) for our Department Store at Hyderabad. During that stint, I had the chance of visiting the brand new ISB campus to look at some tie-up opportunities. When I saw the ISB Campus, it was like love at first sight! I interacted with a bunch of students who did a project at our store that year. They made a strong impression on the quality of education. After completing over 18 years in Retail, across multiple formats, I felt that I was ready to take a leap and manage a business as its CEO. To grow further from an EXCOM (leadership team) to CEO, I felt the need to upskill myself further in Business Strategy & Leadership. Business Environment in retail was becoming more complex & uncertain posing many challenges to our Hypermarket business. I was therefore contemplating a second MBA & hence was looking at both Indian and Foreign universities. When I saw the ISB PGPMAX advert, it checked all the boxes. My Primary considerations were a classroom setup, world-class faculty & working while learning (no career break). My prior exposure to ISB made my decision easy. I did not even have to attend any info sessions & dived right in taking a leap of faith. How has the overall ISB experience affected your career direction? I have always aimed and envisioned myself to be at the top job in my field of work but felt I lacked some crucial skills. To lead well, you need to learn well. ISB PGPMAX helped me learn as well as polish skills especially in terms of Leadership, Strategy, Finance & Entrepreneurship. Tell us about your ISB days, specifically about the course and the faculty. What ISB memories do you connect with most profoundly? I loved every minute of the ISB experience. If I must pick a few, the first without doubt were my batchmates. Thanks to PGPMAX, I’m in the company of some of the most brilliant minds in the industry. We meet every year & reconnect. Our banter on WhatsApp goes on every day! The classroom experience is the highlight of PGPMAX. The eminent faculty members from the best B-schools globally make learning fun at ISB. The rigour of the programme continues to be one of the key reasons why EMBA aspirants should choose PGPMAX over other EMBA courses. Of all the modules and subjects, I enjoyed Strategy, Finance, Economics, Leadership & Entrepreneurship. I cannot forget my interactions with our Work Group viz. Group E (Excellence). We virtually spent our days and nights together as a team. They were my best buddies during my time on campus. The Gala Events in the evenings were a welcome break & so were the drinks & dinners with friends. What are the ways through which business leaders should manage the current unprecedented times? I would like to share some of the learning that I had as a CEO in the early days of the pandemic.
The Covid 19 pandemic is a once-in-a-lifetime event & challenges every fundamental of business planning & strategy of BAU. No one had plans for business shutdowns of the scale that we have seen in the last 2 years. The ISB PGPMAX trained us to adapt to the ever-changing business environment. The first subject that we learned at ISB was called Decision Making under Uncertainty (DMUU). I would recommend this programme to all aspirants during the pandemic. The sheer wealth of experience of the faculty and the cohorts gives you a perspective that can never be gained through on-the-job experience. There is no right time to join PGPMAX. The programme deals with the best knowledge in the current context and brings to bear the collective experience of the global faculty & seasoned professionals from the industry. In this complex & uncertain environment, all of us need guidance and coaching. What better place than ISB! What is your philosophy of a good leader? What nuances of leadership did you pick up during the programme worth applying in your professional life? The concept of a Level 5 leader, which I learned in the ISB class on Leadership, is something that has stuck with me till today. Empathy in a leader is a crucial trait & in this pandemic era, it is perhaps the most important trait. The program helped me realize the need to balance performance & people focus. Great leaders have always had a keen ability to listen and learn from their people. The other key learning is the ability to create a leadership team that will complement your strengths. Surround yourselves with people who are better than you at their core functions & channelise their energies to drive excellence. With the digital & social media revolution, I am learning a lot from my juniors as some of the new-age disruptive ideas come from the younger teams. The ability to try, fail fast & move on is something that I have also inculcated over the years. No plans are perfect. Pilot ideas and learn. What does it mean to you to be part of the ISB Alumni community? The value you have derived and how has it benefited you? I cherish the lifelong friendship & bond that we created at ISB. I have made many friends & built a great network through the Alumni. We meet our class group at least once a year when we go for a two-day trip to a new destination every year. Our trips to Hyderabad, Kolkata, Kochi & Galle were memorable. The Alumni network has been a constant companion in helping us reconnect with the school and some of us still contribute in our small ways in helping the school. We also have access to the larger ISB community through platforms like Workplace & LinkedIn networks. ISB also conducts lifelong learning sessions for us to benefit from the best faculty through webinars. What is it that keeps you buoyed and relevant? What do you cherish doing in your spare time? While I have always loved the outdoors and my favourite holidays have been in the mountains, I picked up a very healthy habit during the pandemic. I aimed to cover at least 50 KMS per week with a mix of runs and brisk walks to improve my fitness. I have done this for almost a year now and I am thoroughly enjoying it. The pandemic also helped me spend more time with my wife & kids which has been wonderful. Reading, spending time watching movies & OTT shows have been my favourite pass time in the last year. What advice would you give to the current classes? Cherish every moment, create friendships for life. Partake in the great learnings and contribute to the learning environment (as it is two-way). Do not fret over your future career moves after ISB. Focus on the time that you spend at ISB and make the best out of every single day as you will miss them! If you must encapsulate ISB experience in just one word, what would that be? Enriching |
| 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 |
| 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 |
| 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 |
| FROM ISB PGP Admissions Director Blog: Values in Family Business & Next-Generation Leadership Development |
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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 |
| FROM ISB Admissions Blog: From ‘microscopic’ pathology to ‘macro’ impact healthcare outcomes |
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[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. |
| 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. |
| 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 |
| 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 |
| FROM ISB Admissions Blog: My incredible one year at ISB |
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“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 |
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