Course : Financial Statement Analysis (FSA)

Instructor : Prof. Sobhesh Agarwalla

Course Objectives : 

Accounting and its end product – financial statements – play an extremely important role in the dynamic world economy. The financial statements serve as a foundation for tasks such as credit and security analyses, lending and investment decisions and other decisions that rely on financial data.

This course explores in greater depth selected generally accepted accounting principles and their impact on financial reporting. The objective is to give an exposure on the use of policy guidance in understanding the financial results better. The focus would be on "substance over form" while understanding the spirit of the policy statements, and the factors affecting the quality of financial numbers. Finally, the course helps the students to develop an intuitive approach to researching, interpreting, and analyzing financial statements.

The course is built upon the building block course "Financial Reporting & Analysis (FRA)" offered in the first term which covers preparation of financial statements, basic understanding of a few accounting policies and ratio analysis

Course : Managing Energy Businesses (MEnB) (PGP course open to PGPX)

Instructor : Profs. Amit Garg & P R Shukla

Course Objectives :

The course aims to introduce how the global energy businesses are evolving, what risks they face and how do they respond to the changing competitive dynamics marked by scalability, diversification and integration. The focus will be to identify solutions that can integrate energy business concerns with environmental, socio-economic, technological and geopolitical considerations. The course will also discuss recent advances and emerging business opportunities in:i) new and renewable energy technology markets, ii)energy services businesses focusing on the demand-side efficiency(e.g. lighting, appliances, automobile), iii) entrepreneurship and risk finance and iv) integrated energy and environment solutions (e.g. infrastructures, ICT solutions).

Course : Supply Chain Management (SupCM)

Instructor : Prof. Sundaravalli N

Course Objectives :

Supply chain management is designed as an in-depth practitioner-oriented course to enable the participants to understand the elements of supply chain, challenges in managing a supply chain to enhance business competitiveness.

Course : Connecting communities and corporations for frugal Innovations (CINE)

Instructor : Prof. Anil Gupta & Prof. Anamika De (Visiting faculty)

Course Objectives :

A significant transition is taking place in India from entitlement to entrepreneurial approach for development.  Both economic and social enterprises will come to play a predominant role in addressing the unmet social needs around the world.  The deepening of democratic processes is unleashing the social aspirations, which in many cases cannot be met either by the state or the market adequately.   In such cases, new hybrid forms of organisations are bound to emerge.  It is generally believed that if markets have to expand, state may have to contract.  However, the experience of last few decades in India and many other developing countries and some of the developed countries as well shows that financial support at an extremely early stage when even proof of concept may not exist is extremely difficult.  The role of state thus becomes important.  When we moved from micro finance to micro venture innovation finance [MVIF], the support came from the state.  Most angel funds and venture funds invest much later in the life of an enterprise.  By then, 80 – 90 per cent mortality of startups ideas may have taken place.  This course will try to generate alternative perspective, both in theory and practice for tapping the creative and entrepreneurial spirit of our society. 

Creativity requires freedom to think, flexibility to act and functioning beyond boundaries. Management of creative processes often is constrained by the limits of norms, rules, roles and resources. One has to tune the structure of governance, trigger the processes of accountability and support grassroots and also top down initiatives, some of which may become innovation.

Creativity does not necessarily always lead to innovation.  But sometimes, it does.    Nurturing creativity requires tolerance for deviance, dissent and diversity.  The organisational culture, which encourages creative ways of solving problems, also accommodates planned failures.  Courting uncertainty becomes a mantra, marrying meandering with spontaneity becomes the style.    Very few innovative technologies or processes succeed in the market place.  And yet, in the absence of a precise predictive test, one has to try many approaches knowing fully well that only a few will survive.  Innovations need not necessarily take place in the same way at all the levels in the organisation or among the clients or users.  There is a widespread interest in the user - driven as distinct from user – innovations (von Hippel, 2010) that influence the organisational choices.  However, the open innovation movement begun by the Honey Bee Network 25 years ago has become a mainstream movement today. Which users/or non-users  are involved in triggering which kind of innovations also depends upon the values underlying the motivations of innovators and/or firms or other collaborative platforms.  

In this course, we will explore and understand the relationship between individual, institutional and societal creativity in coping with risks and uncertainties, overcoming various environmental challenges as a part of circular economy for designing the futures.   The innovations need not always diffuse within or outside the organization. The incentives for developing innovations that diffuse widely may not be very difficult to design. But incentives for developing innovations that enable people in limited locations, specific situations with or without handicaps are more difficult to design. The intrinsic motivations (swantayhsukhay) often outweigh the extrinsic motivations for innovations.   Identifying the right blend of both is a challenge that leaders have to face. 

The Long Tail of Innovations (Anderson, 2006) is an important characteristic of innovation eco-system. That is, a large number of innovations are suitable for small niches and thus may diffuse very locally or in a limited way, but they make place for a few which diffuse widely.  The long nose of innovation (Buxton, 2008) on the other hand implies a long wait before a major breakthrough occurs. The computer mouse took thirty years to become popular after its discovery in the sixties.

Knowledge of the processes that trigger creativity and innovation in some situations more easily than others, is available more often with those who can break rules, or have capacity for dissenting and transforming the context.  One reason many companies are seeking solutions (crowdsourcing or mass-sourcing idea) from outside is that too much of congruence with in internal R and D has led to lesser diversity and thus lower levels of creativity. Why would dissenters share their knowledge with others?  This knowledge could be tacit or explicit, episodic or concurrent, transient or stable and isolated or networked.   Too much of connectedness in an organisation or a society may prevent the minimum isolation that is necessary for innovative ideas to emerge, grow and get institutionalised or go forward..   It is true, however, that not all innovative ideas need to get institutionalised.   Social Networking may be good for very many purposes but it seldom helps in triggering creative ideas and getting traction for large-scale missions (Iranian elections or Tunisian revolution were exceptions, were they?). Also see graphic discussion on how women in Africa have struggled against various kind of injustice by harnessing aesthetics of dissent.

Knowledge networks reflect the way ideas flow among those who share common concerns even if they lack the consensus about the way these concerns should be articulated.  But these networks need to continuously discover strangers from outside the network whose skills and perspective are needed. They shouldn't have strong gatekeepers who often behave like a third/second class railway compartment inmate (as long as one is outside, you wish to get in, but once you are in, you want to keep others out). The divergence of perspectives facilitates the creation of knowledge networks.   Societal norms and culture facilitate the creation of these networks in some situations and inhibit the same in other situations.  Indian society has demonstrated different processes through which knowledge networks have emerged at different points of time in history around specific technological and institutional challenges.  In the wake of globalisation, new ways of creating networks and managing knowledge have to be discovered.   Entrepreneurial ventures without appropriate knowledge networks are unlikely to ever succeed.

The relationship between natural, social, ethical and intellectual capital lays the ground for entrepreneurship of different kinds to emerge.   Social innovations/entrepreneurship may provide legitimacy for creating a safety net that helps budding economic entrepreneurs.   Too much emphasis on individual innovations and entrepreneurship may in due course, dilute the pressure for creating social communities that share knowledge, provide support and nurture creativity. The time has come to look at a range of entrepreneurial forms, such as conventional individual led start-ups, cooperative ventures, network enterprises, cooperative/s of entrepreneurs, commonly owned enterprise to serve member entrepreneurs (e.g. micromaticmachine tools), fluid enterprise (episodic like matrix companies, embedded enterprises (like living-in partners may be) pay-as-you-wish business models, pay-if-earning assured (energy audit start-ups being paid a part of the savings they ensure) and new services models creating benchmarks and standards for industries to trigger innovations, horizontal supply chains as against conventional vertical ones, supply chain based incubation of vendors/manufacturers etc. Cultural enterprises/cooperatives/agencies may create markets for folk artists, authors, performers, sculptors etc.

There is a revolution waiting to happen in the entrepreneurial space.  This course intends to break new ground by fertilizing imagination, challenging dogmatic comfort, celebrating irreverence through performance rather than promise. Get good grades by creating small or big miracles and social or commercial businesses/platforms and not just by writing business plans ( for a pseudo cv point!) or just the project reports which may line the shelves.

Course : Business Turnaround and Organizational Transformation (BTOT)

Instructor: Prof. Sunil Maheshwari

Course Objectives :

This course aims to develop capabilities for leading rejuvenation in organizations in distress. Students are expected to appreciate the ways to create value for themselves and the shareholders in managing organizations in distress. This course will also enable the students to make investment choices in organizations that might get into financial difficulty. To achieve this, the course will focus upon the following:

• Action choice: Students are expected to make their action choices in different organizational distress situations.
• Integrated Perspective: The course aims to develop an integrated perspective of organizational transformation.
• The course would present different industry situations to enable the students to appreciate their unique strategic business imperatives.
• This course involves intense analysis and data based decision-making.

Course : Potential to Performance: The Journey of self-awareness (POP)

Instructor : Prof. Kirti Sharda

Course Objectives :

• To enhance awareness of self and one's impact on others
• To deepen understanding of interpersonal processes and group dynamics

Course : Data Visualization for Decision Making (DVDM)

Instructor : Prof. Kavitha Ranganathan

Course Objectives :

Informed decision making is the foundation upon which successful businesses are built. The amount and complexity of information produced in the business world is increasing at staggering rates. If this data is delivered to you in spreadsheets or tabular reports, it becomes very challenging to find the patterns, trends and correlations necessary to perform your job well. Effective data visualization is an important tool in the decision making process. It allows business decision makers to quickly examine large amounts of data, expose trends and issues efficiently, exchange ideas with key players, and influence the decisions that will ultimately lead to success.

The goal of this course is to expose you to visual representation methods and techniques that increase the understanding of complex data. In this course we will study good design practices for visualization, tools for visualization of data from a variety of fields and visualization software like GapMinder and Tableau.

Course : Strategic Marketing (SMKTG)

Instructor : Prof. Arindam Banerjee and Prof. Sourav Borah

Course Objectives :

Successful businesses are built on platforms of delivering customer value. This has become more or less a soothesaying, a clichéd / hackneyed corporate mission statement. The challenge lies in being able to identify, design and deliver this ‘value' better than the other competitors, through a process of strategic planning, judicious deployment of marketing and other internal resources and orchestration of a co-ordinated business model that simultaneously ensures sustained growth on various business health indicators. This process involves an unflinching pursuit of identifying the key consumer markets and their key drivers.  Designing a customer delivered value is achieved through the deployment of marketing resources across various strategic functions like the 4Ps, R&D, new product development, brand extensions and so on, all on a temporal horizon.

This course purports to develop participants' skill in formulating and (more importantly) implementing marketing strategy, in a competitive environment.  This course will serve as a useful capstone for all marketing courses. This course will simulate a real business environment and have student groups compete as individual companies wherein they will have a chance to apply all their conceptual learning in fundamental courses in marketing, consumer behaviour, operations and strategy.

Course : Inspired Leadership through Personnel Mastery (ILPM)

Instructor : Prof. Gagandeep Singh, Dr. Thimappa Hegde, Prof. Gokul Kamath (Visiting faculties)

Course Objectives :

The course will help participants to:

1. Understand that personal mastery, inspired leadership and reinvention of the Self are interconnected, and would help participants to embark on this journey, so as to transform themselves into extraordinary leaders.
2. Help each participant to understand his/her individual personal frameworks, propensities, role-taking, and defenses that hold him/her back from achieving his/her full potential. 
3. Develop a basic understanding of the concepts and frameworks of reinventing ourselves.

The course seeks to be truly transformational at a very personal level, in that it seeks to cause a permanent shift in the consciousness of the participants.

Course : Infrastructure Project Finance (IPF)

Instructor : Prof. Halady Satish Rao (Visiting faculty)

Course Objectives :

Introduction

Infrastructure is vital for sustained economic development and improving the living standards of the population. Yet, there is an "infrastructure deficit" in many developing countries in Asia that is holding back these countries from realizing their full economic potential. Why this deficit in infrastructure, whether it be in roads, transport, electricity, safe drinking water, proper sanitation or communication facilities? One reason for this is that infrastructure presents unique challenges: highly capital intensive, with large initial costs; often of public interest nature thereby requiring greater interface with regulators and government agencies; social returns often exceed private returns, thereby necessitating subsidies/government guarantees or viability gap funding to attract the private sector; and, significant environmental and social impacts that need to be taken care of. Also, construction periods are long, revenue build up is gradual and project economic life is long, thereby requiring long-term funding with loan repayment and equity returns to be spread over longer periods of time. These factors, and the limitations faced by financial markets in developing countries, have resulted in a market failure in infrastructure that has slowed infrastructure development.

To address this market failure in infrastructure, governments stepped in as the major providers of infrastructure in the early stages of economic development, often with assistance from Multilateral Development Banks (MDBs) that provide policy assistance and long-term funding on relatively concessional terms.  However, with the growing infrastructure needs of a rapidly developing Asia, governments are finding it increasingly difficult to finance these needs. Hence, governments are reaching out to the private corporate sector to partner in infrastructure development through Public-Private-Partnerships (PPPs). To address the various challenges in infrastructure and also enable PPPs, "project finance" structure is being increasingly adopted. "Project finance" is largely based on non-recourse (or limited recourse) financing wherein debt service payments are secured mainly by project cash flows. A key feature of "Project Finance" is elaborate contractual arrangements to optimally allocate risks among the project parties. Another feature is creation of a "Special Purpose Vehicle" (SPV) ie., a legally independent project entity that limits the liabilities of the sponsors and shifts operating risks and accounting liabilities to third parties (other parties in a vertical chain from input supplier to output purchaser) that are united through a series of legal contracts. "Project finance" is still in its early stages in emerging economies and its role in infrastructure development is expected to become progressively more important in the coming years.  

Learning Objectives

The course will provide an understanding of the unique features and issues in infrastructure development, including the major one of market failure and the responses to it, including the setting up of MDBs. The focus will be on underlying concepts of "project finance" such as project structuring; project risks and addressing them through contractual arrangements; and, public-private-partnerships (PPP).

Course : Business Relationships and Networks (BRN)

Instructor : Profs. Rajesh Pandit & Suryanarayana Valluri (Visiting Faculty)

Course Objectives :

1. To inculcate deep interest among participants in the importance of business networks and relationships in success of businesses, so as to enable them to pursue specialist career paths with good growth opportunities in this crucial field.
2. To enable participants to develop specialist knowledge in the domain of establishing business networks and forging lasting relationships.
3. To equip participants with knowledge to make informed decisions on behalf of their companies, after taking into account the risks involved and the opportunities that are available.
4. To assist the institute in becoming a destination for specialized skills that can attract companies with need for specialized skills.

Course : Valuation of Firms (VOF) (PGP course open to PGPX)

Instructor : Profs. Joshy Jacob & Sobhesh Kumar Agrawalla

Course Objectives :

The course is expected to take participants through the challenges involved in valuation of businesses. The course builds on the issues raised on corporate valuation in the first year course, Corporate Finance. The initial part of the course discusses the commonly followed approaches in dealing with different complexities of the firm while attempting a valuation. The later part of the course focuses on the application of the valuation principles to unique business/firm contexts.

The participants‘ exposure to the nuances of valuation would help them meet the challenges of financial decisions involving valuation, such as, disposal and acquisition of corporate assets, and negotiation of strategic business partnerships, to name a few.

Course : Negotiation Lab (NL)

Instructor : Prof. Biju Varkkey

Course Objectives :

Students completing this course will be able:

1. Analyse the basic negotiation process with reference to professional and personal goals, parties positions and strengths, effective tactics that could be deployed, management of outcomes, and the effect on the ongoing relationship of both sides.
2. Learn about different negotiation styles and approaches.
3. Learn the importance of skills like communication including active listening, providing effective feedback and empathy and how to use them to engage in successful negotiations.
4. Problem- solving through negotiation in different (select) contexts, including
5. Understand the difference between integrative and distributive negotiation techniques
6. Explore how to reach an agreement in simulated setting involving negotiations with respect to different workplace and personal career situations.

Course : Seminar on Marketing Data Analytic Practices (SMDA)

Instructor : Profs. Arindam Banerjee

Course Objectives :

A view to the practicing world of Analytics – the challenges, the aspirations, facilitators and inputs into a strong Information driven organization. The Marketing domain will provide the context in which the Data Analytical Methods will be discussed. Several types of Marketing Analysis with large scaled data that are currently practiced in industry will be covered. The emphasis will be on highlighting data manipulation nuances to attain specific business objectives and hence the focus will be on the "SO WHAT", rather than on the methodological constructs. The course is designed around the "Cycle of Analytics" and covers the a) Planning, b) Processing and c) Presentation stages of the Process.  

The course requires some carry over learnings from conceptual courses such as ACCV, DMCV, Probability and Statistics and/or portions of Research Methodology, etc. Some tutorial classes will be designed to provide some hands on experience in some data techniques. Additionally, issues  wrt the multi -faceted skill set required in business Analytics will be discussed.  Apart from marketing problem solving orientation, participants will be exposed to some:

1. Programming Code
2. Statistical Analysis and Simple Data Handling
3. Interpretation and Skills related to Business Communication of Analysis

This module serves as an entry point to the Marketing / Customer Data Analytics domain.

Course : Strategy Execution (STE)

Instructor : Profs. Sunil Maheshwari & Shailendra Mehta (Visiting Faculty)

Course Objectives :

The objectives of the course are:

• Build on the foundation course "Strategic Management" to focus on specific issues pertaining to Strategic Execution
• Develop a comprehensive framework that is especially useful for the analysis of effective Strategic Execution
• Analyze in depth the strategic issues facing a variety of industries and environments
• Help students develop an understanding of fast moving and rapidly changing environments.

This course will be particularly beneficial to students who aspire to positions of executive authority in all fields.

Course : Leadership in Professional Service Firms (LPSF)

Instructor : Prof. Sunil Sharma

General Description and Intent:

Professional service firms (e.g. consulting, investment banking, law, money management, etc.) are playing an increasing important role in the world economy. This course is designed to help participants learn how to create, manage, and grow professional service firms (PSFs). The purpose of this course is to help students discover what it takes to be an effective and successful professional whose fundamental job is to respond to client needs, develop business for the firm, and play a key role in helping firm to build key competencies. It therefore involves understanding the internal working and external environment of professional service firms. Towards this objective, this course will address topics related to organizational architecture, strategies, professional conduct, human resource practices, client relationship, business development, team work, and nurturing of key competencies required for managing a professional service firms:

The course employs primarily the inductive learning approach. The cases used in this course typically take a longitudinal perspective that follows professionals and their organizations over an extended period of time. Through case discussion, role-plays, and simulations, participants will be able to identify the sources of superior performance, strategic capabilities, and distinctive processes that sustain PSFs.  They will also learn how PSFs react to change. The understanding of internal and external dynamics of PSFs will help participant to develop a knowledge base and mindset that is essential for succeeding in these organizations.  The course builds on understanding of management concepts learnt in various courses in the first year and provides participants an opportunity to create a practice platform for their learning.

Learning objectives:

During the course the participants will have the opportunity to learn the following dimensions of managing PSFs.

1. Gain knowledge of organizational architecture and strategies of professional service firms.
2. Understand strategic, operational, and leadership challenges involved in leading professional service firms.
3. Learn nuances of nurturing a team of professionals, client relationship, professional conduct, and project implementation.

Discuss and explore preference for a career in professional service firm

Instructor: Prof. Anand Kumar Jaiswal

Introduction: 

Competition in markets is continuously intensifying, and consumers are becoming even more demanding. As a result, taking key marketing decisions has become increasingly difficult and complex. Multivariate statistical tools and other research methods can help marketers a great deal in making these decisions.

This course seeks to impart the knowledge, skills and attitudes to the participants to identify, collect, analyse and use relevant information for improved decision making in the sphere of marketing management. The course aims to help participants in the effective use of marketing research methods to identify new opportunities and solve business problems. Using appropriate research methods, participants can generate, assess and refine different marketing actions.

Course Objectives:

The course would attempt to develop in a participant a competence in:

i) Defining research problems in the context of marketing decisions and specifying information requirements;
ii) Evaluating the research design;
iii) Analysing data and interpreting available and new information; and
iv) Utilising the information for making decisions.

Instructor: Prof. Rajnish Rai

Course Objectives:

This course helps the participants, who aspire to become business leaders, to

a. know what their role-related responsibilities are;
b. establish guidelines for making decisions that simultaneously support the organization’s financial needs, legal requirements, and ethical obligations;
c. understand the values, incentives, and risk management systems that need to be put in place to guide their organization through these complex times;
d. creating new ways in which sound leadership and corporate accountability can turn into a competitive advantage; and
e. develop the personal strength and resources needed to recognize and carry out these responsibilities in ambiguous, stressful, and fast-changing situations.

These points outline the learning agenda for Leadership and Corporate Accountability (LCA). Although no single course can cover all these aspects in full, LCA aims to give students a basic grounding in each.

Instructors: Prof. Abhiman Das and Prof. Sanket Mohapatra

Course Objectives:

To provide the students a detailed macroeconomic analysis of select country performance in the background of their political, social, and legal environment in the present-day context. In particular, the course will highlight the rules and policies established by government and other business/non-business institutions that affect performance in various countries.
 

Instructors: Prof. Rajesh Pandit and Prof. Suryanarayana Valluri (Visiting faculties)

Course Objectives:

1. To inculcate deep interest among participants in the importance of business networks and relationships in success of businesses, so as to enable them to pursue specialist career paths with good growth opportunities in this crucial field.
2. To enable participants to develop specialist knowledge in the domain of establishing business networks and forging lasting relationships.
3. To equip participants with knowledge to make informed decisions on behalf of their companies, after taking into account the risks involved and the opportunities that are available.
4. To assist the institute in becoming a destination for specialized skills that can attract companies with need for specialized skills.

Instructor: Prof. Savan Godiawala (Visiting Faculty)

Course Objectives:

The objective of the course is to introduce the participants to the basis, incidence, and application of the main taxes in India, namely, Income Tax and Goods and Service Tax.

Instructor: Prof. Aditya Moses

Course Objectives:

The course has been designed to cover a broad range of topics while providing an individual participant the opportunity to tailor the course to his/her interests. The text material and additional readings provide participants the most current perspectives of renowned researchers and consultants with examples from a wide variety of industries. The class projects will allow participants in groups to pursue their own interests in understanding aspects of creating high performance organizations. The individual project is designed to allow a participant to develop a thorough knowledge base in a very specific area of interest. The group project is designed to allow participants to ‘experience’ the practical aspects of implementing a selected set of practices.

Instructor: Prof. Sriram Sankaranarayanan

Course Objectives:

Deal-making and cooperation are essential components of a manager's job. This cooperation and dealmaking could take place between different functional divisions within a corporation or between firms, especially between the sales and procurement teams of two firms. However, identifying whether a manager should pursue a deal cooperatively always is not clear. For example, if a large equipment must be sold (or procured), should a manager hold an auction, or should they try to cooperate with a potential buyer(s) (or seller(s)) and engineer a one-on-one deal?

This course help managers to identify and understand whether one should try to make a deal. If yes, how should one engineer and produce value from deals, what dangers to avoid, and the games played by themselves and their counterparts to acquire a larger piece of the total value created.

More broadly, this course helps managers find ways to create deals that benefit them in the short and long run by drawing on the lessons learned from the broad field of cooperative game theory. 

Instructor: Prof. Rajat Sharma

Course Objectives:

1. Learning by doing. Apply what you learn on a weekly basis.
2. Establish an understanding of the emerging digital technologies. Develop creative ideas and convincing arguments about how innovations will extend current marketing practices and enable entirely new ways of creating value.
3. Explore objectives for digital marketing initiatives. To find out what people are saying about a brand or company online and communicate the messages in the data.
4. Learn how to use web site analytics tools and know how to interpret the data.
5. Know the major online advertising approaches and be able to make a case for whether an approach is appropriate and how success will be judged.
6. Be able to advise a company about how to improve their search ranking through search engine optimization (SEO) best practices.
7. Gain experience driving traffic to a website, critically evaluating what was effective and what was not.
8. Know the fundamentals of running search and display ad campaigns and interpreting their results. And much more……..

Instructor: Prof. Sanjay Verma

Course Objectives:

Platform businesses either as a part of an existing business or as new ventures are becoming an increasing part of the economy. The Internet and developments around it have created the information economy. Information based businesses have distinctive strategies and economic imperatives. Information goods are characterized by high sunk costs and near zero marginal costs. These aspects have significant influence on the market structure and hence corporate and competitive strategies. These arise from the technological developments and inherent network characteristics and the consequent role of platforms.

In Platform-based businesses, generating revenues from users is a challenge as information is commoditized and appropriate business models need to be developed. While on one side the presence of large incumbents such as Amazon, Facebook, Google, and Microsoft create challenges for new players in on-line markets, on the other side these incumbents have created significant challenges for established brick and mortar businesses. Valuation in such a context is extremely difficult. This is accentuated by the convergence of Information technology, media,

broadcasting industries on one hand and the increasing digitalization of all sectors of the economy. Thus competitors (and collaborators) may not be players from the same industry. This makes it difficult for firms to design winning strategies. On another dimension, in the ensuing hyper-connected world, issues of trust, privacy, security and legal jurisdictions have become critical for businesses.

This course will cover understanding the genesis of the Platform business, types and strategies of such businesses, and the challenges that such businesses face

Instructor: Prof. Ankur Sinha

Course Objectives:

The objective of the course is to introduce various methods from the domains of machine learning and optimization that will be useful to make business decisions when faced with large amount of data. The objectives of the course are as follows:

1. Train the participants on handling both small and large amount of data and perform tasks such as classification and predictive modeling. The training will be useful in automating business operations decisions with the use of data.
2. Train the participants on using important data analysis and optimization libraries that are available off-the-shelf.
3. Give an insight to the participants on how data-driven ideas are being used to develop artificial intelligence technologies to enhance human potential and solve challenging problems using machines.

Instructors: Profs. Sandip Chakrabarti and Prof. Ambrish Dongre

Course Objectives:

The main objective of this course is to introduce various types of experiments in the management sciences, evaluate when and where experiments are useful, explore what insights can be gained from experiments, and what their limitations are. Students will learn about various experimental designs, and develop frameworks for interpreting, designing, and analysing experiments. We will conduct in-depth discussions of selected research papers and cases – all of which are designed to emphasize that an experimental approach towards decision- making is an essential tool in the hands of a manager or policymaker.

Instructor: Prof. Promila Agarwal

Course Objectives:

•  The course focuses on unleashing brain power for you and your people.
•  Develop, modify, and moderate behavior of self and others.
•  Lead people using fundamental principles of psychology and neuroscience
•  Develop an understanding of the ways in which mental processes and behaviour influence performance
•  Develop skills to manage the lack of integration between organizational systems and practices borne out of selective perception, interpersonal dynamics, and biases that hinders personal and organizational growth.
•  Equips participants with methods and techniques required to build their career and manage ineffective execution of organizational systems.

Instructors: Prof. Viswanath Pingali and Prof. Jeevant Rampal

Course Objectives:

Introduce students to the basic concepts of game theory. Develop intuition on how to analyse situations as games. Introduce students to the ideas of behavioural and experimental economics. Develop an understanding of how irrational behaviour affects decision making.

Instructor: Prof. Chinmay Tumbe

Course Objectives:

To understand the evolution of modern business and economies in global perspective. To comprehend the global revolutions, actors, business practices and regional business and economic histories across five centuries.

Instructor: Prof. Meenakshi Sharma

Intent of Course:

•  identify the deep ways in which culture affects communication.
•  gain insight into underlying cultural issues in interactions with people from different cultures, including organizational cultures.
•  relate concepts related to culture and communication to organizational and interpersonal contexts.
•  reflect on your own communication and how to enhance your competence in various contexts.

Instructor: Prof. Apurv Nagpal (Visiting Faculty)

Course Objectives:

To help the participant develop the ability to come up with out of the box solutions by understanding the broad processes, rather than a set pattern of steps

•  To develop the participant’s market research and concept writing skills
•  To help students understand different innovation methodologies, corporate decision making processes

Instructor: Prof. Kirti Sharda

Course Objectives:

Our significant experiences often leave us wondering about ourselves and the nature of our interactions with others. However, due to the pressures of a competitive and technology-intensive environment, our inner world of feelings, conscious needs, unconscious motivations, cognitions, and existential concerns remains under-explored and unexpressed. At times, our concerns and questions leak forth, and we are left with a sense of restlessness and meaninglessness. “Inner Theatre” will provide a space to participants to explore their inner landscape and related concerns. The course will create an opportunity for students to encounter and explore the processes which underlie their meaning-making and behavioural choices.

Drawing upon the principles proposed by psychodynamic, humanistic and existential schools of psychology, this course will facilitate the integration of conscious and unconscious elements of Self and enable the journey towards a holistic being.

Instructors: Profs. Rajat Sharma and Prof. Rajesh Chandwani

Course Objectives:

Defining your organization’s digital capabilities.
Managing a high-performing team during digital transformation.
Understanding the human dimensions of digital transformation.
Learning the digitalization from change management perspectives.
Familiarizing the aspects of aligning people and processes to the digital transformation.
Creating value by digital transformation.

Instructor: Prof. Rajesh Chandwani

Course Objectives:

Taking a systems view of the Sales force management.
Comprehending the challenges ensuing in managing sales force.
Strategic alignment between sales force management and organizational strategy.

Instructor: Prof. Indranil Bose

Course Objectives:

To understand what business analytics is and why businesses are including analytics as a part of their corporate strategy for leadership

•  To examine the various applications of analytics in business activities using structured and unstructured data
•  To evaluate the role of analytics in enhancing the use of automation technologies
•  To appreciate the challenges faced by companies in their effort to adopt analytics and automation
•  To examine how Big Data plays a crucial role in leading modern organizations
•  To take a cross-disciplinary approach in understanding the best practices in analytics and automation

Instructor: Prof. Saral Mukherjee

Course Objectives:

Marketplaces and Multi-sided Platforms have become important intermediaries in delivering value to customers. Challenges in managing these platforms include the need to orchestrate interactions and gather insights when the stakeholders who are transacting on multiple sides are not employees of the platform. Coordination is an important function in both Hierarchies and Markets. Operations Management as a discipline emerged from scientific management principles applied in industrial organisations. The traditional coordination mechanisms thus focus on intra-firm tools like MRP or ERP etc. or inter-firm coordination in a JIT or Supply Chain context. The advent of marketplaces and platforms, powered by increasing smartphone penetration, has led to the coordination function becoming even more central in the new business models. For example, coordination is critical in sharing economy with peer-to-peer interactions for collaborative sourcing, collaborative production and collaborative consumption.

A common construct in all these diverse platforms and markets is the need to coordinate a large number of individuals/businesses with varying needs, capabilities and motivations. Instead of a “Command and Control” orientation, managers need to adopt a “Coordinate and Cultivate” orientation in dealing with marketplaces and platforms. The role of the coordinator potentially allows access to sensitive information about individuals and hence there are needs for designing safeguards and self-regulation for sustainability of the business model.

The course “Marketplaces and Platforms: Gaining Insights, Orchestrating Interactions” aims to build an understanding of centralized and decentralized coordination mechanisms. The course would focus on the value of

coordination in different contexts and ways to unlock the value. The different modules of the course discuss the different kinds of marketplaces, the different kinds of roles that the platform operator performs as an intermediary, the challenges in growing the platform, competition between platforms and pipelines etc. The last two modules of the course would focus on a controversial aspect of platforms, the possibility of behavioural modification at scale and the positive and negative applications of this power. This course is likely to benefit students who desire to take up entrepreneurial or managerial opportunities in marketplace operations or governing multi-sided platforms.

Instructor: Prof. Poornima Varma

Course Objectives:

The course aims to equip students with a deeper understanding of the manner in which international trade takes place by sharpening their analytical skills in addressing a wide range of managerial challenges in international trade. The course will give them a thorough understanding of trade policies and institutions and the interplay of economics and politics. For example, why do nations trade but still impose tariffs and non-tariff barriers, why do some countries and firms engage in the unhealthy practice of dumping, what are the legal processes that need to be adopted to respond to the dumping issues through anti-dumping measures, what are the existing mechanisms to settle international trade disputes, what are the standards affecting trade, how to comply with these standards and what are the implications of complying to standards, what are the various factors that need to be taken into consideration while entering into a new market, how to deal with exchange rate risks, how an emerging-market company can succeed as a global player and how to strategically enhance the global competitiveness and so on.

Instructor: Prof. Atanu Ghosh (Visiting Faculty)

Course Objectives:

This course is designed to help students:
1. Familiarize students with the business and corporate strategy context
2. Understanding the relative benefits and risks of alliances and JVs in the context of other means of
managing expansion and diversification
3. Purpose and rationale of Strategic Alliances
4. Partner selection process and negotiations,
5. Types of alliances and Joint ventures
6. Creation and management of Strategic Alliances with complementors, suppliers/ customers and
competitors.
7. Learning the process of alliance formation
8. Implementing the structure and control of the Strategic Alliances

Instructor: Prof. Arun Sreekumar

Course Objectives:

1. Examine multiple approaches to designing new products and services
2. Understand the business considerations involved in each stage of new product development
3. Learn frameworks and techniques to manage the process of product development
4. Get introduced to techniques in product development such as prototyping, A/B testing, design thinking, agile framework and modularity.
5. Develop a comprehensive understanding of marketing-related issues in new products, such as platform design, monetization, branding and pricing.

Instructor: Prof. Amit Nandkeolyar

Course Objectives:

The course will highlight the components of an effective negotiation and teach students to analyze their own behavior in negotiations. The course will be largely experiential, providing students with the opportunity to develop their skills by participating in negotiations and integrating their experiences with the principles presented in the assigned readings and course discussions.

•  This course is designed to foster learning through doing, and to explore your own talents, skills, and shortcomings as a negotiator.
•  The negotiation exercises will provide you with an opportunity to attempt strategies and tactics in a low- risk environment, to learn about yourself and how you respond in specific negotiation situations.
•  If you discover a tendency that you think needs correction, this is the place to try something new. The course is sequenced so that cumulative knowledge can be applied and practiced.

Instructors: Prof. Jayanth Varma and Prof. Joshy Jacob

Course Objectives:

Familiarize participants with the trade-offs in the financing choices, including the degree of dilution of ownership versus long-term wealth.

Expose the participants to the range of financing options, contractual terms, and other aspects of new venture financing at different growth stages.

The course prepares candidates to take up a career in VC firms, set up their own startups, or work for a startup firm.

Instructor: Prof. Aditya Moses

Course Objectives:

Student will learn to:

•  Design a personnel strategy from scratch for an example company. Make prescriptions for personnel strategy based on a firm’s competitive setting and its source of competitive   advantage.
•  Design interventions and collect data to evaluate and test hypotheses about people and workforce strategies.
•  Solicit and respond to employee input and preference data in a sophisticated way.
•  Assess black-box algorithms for quality, effectiveness and bias.
•  Demonstrate awareness of legal, ethical and compliance aspects of collecting and utilizing data in a workforce setting.

Instructor: Prof. Sanjay Tolia (Visiting Faculty)

Course Objectives:

Upon completion of the Course, learners will be able to:

- Articulate the concept of Transfer Pricing;
- Understand the importance of Transfer Pricing in the current economic scenario; and
- Apply Transfer Pricing Principles in real life scenarios and in Board room agendas.

Instructor: Prof. Prashant Das

Course Objectives:

This investment-oriented course provides necessary skills and vocabulary to prosper in personal finance and real estate career (consulting, banking, REIT, real estate development and private equity). Learning objectives include:

1. Explaining activities, players, and laws in real estate markets
2. Analyzing mortgage financing decisions
3. Valuation and estimation of leveraged returns in real estate assets
4. Explaining the functioning of REIT, PERE, and MBS
5. Critiquing emerging models of real estate investment

Instructor: Prof. Sukhpal Singh

Course Objectives:

The main objective of this course is to develop a strong foundation of applied knowledge, concepts, approaches and analytical skills in the participants for successful marketing of products and services in the rural areas to rural consumers and users.

Instructors: Prof. Jayanth R. Varma and Prof. Vineet Virmani

Course Objectives:

The objective of this course is to introduce strategic corporate finance issues that Chief Financial Officers have to deal with in a variety of corporations ranging from mature organizations to newly listed firms to unicorns. Building upon the basics covered in the core PGPX corporate finance course, this elective brings to fore the role of the CFO in dealing with complex situations like managing portfolios of businesses and strategic acquisitions, arranging financing from capital providers, dealing and communicating with different stakeholders, including the Board of Directors and large investors, and setting policies to ward off against volatile financial and business environments as well as corporate governance crises. The emphasis would be on discussing situations where decision making requires both the CFO and the CEO to work closely together to ensure coherence between financial and business strategy.

Instructor: Prof. Navdeep Mathur

Course Objectives:

Given that power is held in less than visible ways by networks of corporations, The State, and supra-national institutions it is not sufficient to understand power as a dynamic interaction between two entities. Therefore, a key aim is to generate a grasp of the complex relationships between power, scientific-ecological knowledge and gender in organizational settings. This is achieved through classroom discussions and simulations that allow a deep examination of taken for granted processes and settings to demystify and challenge common perceptions about the operations of power.

Instructor: Prof. Amit Karna

Course Objectives:

The course is designed in order to enable the participants to achieve the following:

a. Develop an understanding of the linkages between technology and strategy and how firms can manage their innovations in rapidly evolving environments in order to create or sustain competitive advantage
b. Understand the key issues in implementing a technological innovation and changes to the firm’s overall strategy in view of the industry transformation ant technology evolution curve
c. Learn tools for examining, anticipating, and managing the impact of technological change on a firm or an industry
d. Familiarize with strategic management of innovation and decision making based on tradeoffs between new product development and process improvements in existing operations
e. Understand the issues related to (human and financial) capital management for coping with evolving industry environments

The learning from the course would depend on the extent of investment of quality time and effort by each participant in preparing for each session, reading the assigned readings, and integrating them into the case analysis before the respective session.

Instructor: Prof. N. Ravichandran

Course Objectives:

1. To explore the concept of transformational leadership
2. To demonstrate by empirical evidences the symbiotic relationship between transformational leadership and organizational impact
3. To explore various business contexts in which transformational leadership has been practiced and has been found impactful

Instructor: Prof. Sunil Maheswari

Course Objectives:

Leading organizations effectively in the current complex and hyper dynamic business environment is becoming more challenging than ever before. Moral hazard is cited one of the most serious challenge in organizations in such competitive business environment. Current global economic crisis is cited to have its roots in questionable practices in organizations and there is increasing emphasis on leadership and Ethics in organizations. Lessons from Bhagavad Gita suggest powerful ways to promote management practices that are consistent with business model and yet ethical. This course is aimed at early reflection on those learning. This course will also enable to develop competence to lead effectively in current challenging times with aplomb and confidence. It is not a course to reflect on religion.

Instructor: Prof. Rajesh Chandwani

Course Objectives:

1. To examine the implication of POS towards organizational excellence and performance
2. To implement the insights from POS to enhance individual performance and flourishing
3. Integrating the insights from Yoga Based Practices

Instructors: Prof. Balagopal Gopalakrishnan and Prof. Joshy Jacob

Course Objectives:

The objective of the course is to expose the participants to the valuation of new economy businesses. Particularly, the focus will be on businesses that draw value from intangible assets, are platform-centric and involve subscription and fee-based revenue sources. This course complements Corporate Finance—that builds the foundation for valuation of firms—and Mergers, Acquisitions and Corporate Restructuring courses. The course shall familiarize participants with value drivers and pricing metrics that are specific to new economy businesses in the public market.

1. How much does it cost to attend the MBA-PGPX (One Year MBA) programme at IIMA?

The Programme Fee for the 2022-23 MBA-PGPX (One Year MBA) Batch is INR 30 lakhs for candidates opting for SSH (Single Accommodation) and 32 Lakhs for candidates opting for MSH (Married Student Housing) plus cost of International Immersion Programme (IIP) excluding travel and stay related expenses.

MBA-PGPX (One Year MBA) fee is usually a packaged/bundled fee which includes, for every student—tuition fees, books and course materials, accommodation and other service facilities such as library, computing, network changes etc. However this does not include the cost of International Immersion Programme (IIP). Utilities such as electricity, telephone, laundry, sports/gym subscription are additional and to be paid as per usage charges..

2. Are there other costs to be taken into consideration? If yes what?

Students have to pay caution money of Indian Rs. 35000/- for single accommodation and Rs. 70000/- for MSH to be paid before you arrive at the campus. This non-interest bearing caution money will be returned within 3 months after the completion of the programme, adjusting for pending recoveries on account of utilities and other services or infrastructure (if any).

3. Are there any job opportunities on campus that can be pursued while the programme is on, to lower the overall cost impact?

No. However spouses of MBA-PGPX (One Year MBA) participants are encouraged to apply and work in the campus on any temporary assignments if available.

4. Are there any scholarship options available for the students?

Yes, MBA-PGPX (One Year MBA) students can now apply for scholarships. The program has instituted 5 Interest Waiver Scholarship on merit basis which will work as interest waiver on bank loan taken by students (for the program fee) for a year. Maximum amount for the scholarship can go up to 3 Lakhs.

5. What are the options of availing a loan?

Normally many nationalised and private banks are interested in offering students loans. Upto Rs. 30 lakh loan is available without collateral for IIMA's MBA-PGPX (One Year MBA) candidates.

6. What is the amount of loan that a student is eligible for and what are the documents required?

State Bank of India gives collateral free loan of up to Rs. 30 lakh and Central Bank gives up to Rs. 25 lakh. For exact details, please contact the bank/s directly since the interest rates change from time to time.

1. Is staying on the institute campus mandatory?

Yes, this is a fully residential programme. Accommodation will be available for both single and married students. Much course work and group assignments are involved in the programme due to which it is imperative that the students live on the campus and study and work together. The programme is quite rigorous and has more 700 contact hours and requires preparation time of more than 1500 hours.

2. What will my room look like?

A. Single Housing Accommodation (One room + bath):-

Each room has furniture including single bed with mattress, pillow, bed sheet, blanket (to be subsequently maintained by student), teapoy, computer chair, soft board, wooden cabinet, TV table, single sofa and wardrobe, air conditioner with remote, a mini refrigerator, telephone point with one instrument, Internet connection point, Drinking water through RO unit in floor pantry, common washing machine facility is also available, wall clock and dressing mirror.

Please do not bring any of your own stuff such as refrigerators, TV, cooking stoves, cabinets, etc. to the campus.

B. Married Student Housing (Two rooms + kitchen + bath + balcony):-

Both the rooms are fully furnished with one double bed, one single bed, dining table with four chairs, side tables, wardrobe, two kitchen storage cabinets in the modular kitchen, two single sofa, book shelf, shoe rack, dressing mirror, computer unit drawer, table & chair, soft board, chick blinds, bed sheet sets for double and single bed, three pillows, six pillow covers and one blanket each for double and single bed (to be subsequently maintained & laundry charges to be borne by the students), internet connection point, window air conditioner in bed room with remote, refrigerator 180 Ltr, two-burner gas stove and a piped gas connection.

Please do not bring any of your own stuff such as refrigerators, TV, cooking stoves, cabinets, etc. to the campus.

3. Can I change my accommodation later during the year, if need be?

Yes. You are allowed only one change during the year, if there is vacancy. Also various other conditions apply.

4. What are the other facilities available to the students in the campus?

There are many other facilities for the IIMA community, especially students on campus such as:

1. World-class, state of the art amphitheatre styled air conditioned classrooms which have Wi-Fi, and fitted with computers, over-head projectors and screens and wire-less public address system.
2. Syndicate rooms for each study group for group studies/projects/assignments. Each room will have a locker, printer and table and chairs and Wi-Fi/LAN connectivity.
3. Vegetarian and non-vegetarian meals are served in the dining hall.
4. Facilities for indoor/outdoor games, recreation activities and gymnasium are available on subscription basis for self and family.
5. There is a Student Activity Block (SAB) in the new campus which has facilities such as lounge, gymnasium, snacks counter, indoor games (caroms, chess) facilities, dance pit, etc.
6. Many PGPX and most FPM students live in Married Student Housing (MSH) in the campus. The spouses of these students have their own clubs and there are many children on campus. There are dedicated children playing areas as well as a crèche in the campus. There are many good schools nearby for families wanting to admit their children in Ahmedabad while they stay here.
7. There is a dispensary on the campus with resident doctors including a Gynaecologist.
8. There is a branch of the State Bank of India with ATM facility as well as an AXIS Bank ATM
9. There are various food cafes on campus.
10. Parking facilities. You may bring your vehicles to the campus if you love traveling across the city or region during breaks.

5. How about Network Connectivity?

IIMA has one of the best computer and internet networks of the country. High-speed servers, running on a variety of platforms to suit all kinds of requirements, support the entire network. Students are expected to bring their own lap-tops. Wi-Fi has also been introduced at various places in the campus.

6. Can I get additional internet connectivity for my spouse or other family members staying with me in the MSH?

The Institute will not be able to arrange for one with an IIMA email id. However, you can arrange to have your own private set-up for which various conditions apply.

7. How about Library Services?

With more than 170,000 books, over 41,500 bound volumes of periodicals, over 1,000 subscribed journals, more than 1,800 educational CDs and over 2,000 working papers and dissertations; and more than 70 electronic databases, the Vikram Sarabhai Library is an invaluable resource. For more information please visit library.iima.ac.in

8. What are the preparations I need to put in before coming to the campus? What are all the documents that I need to bring? Is there anything else I need to bring?

Please note the following suggestions carefully before you embark for IIMA:

1. Please bring all original documents related to your educational and work experience with you such as your mark sheets/transcripts, degree certificates, offer letters, work experience certificates, relieving/sabbatical letters, etc.
2. Please bring your other personal documents such as address proofs, date of birth proof, income proofs (Income Tax returns, income certificates, bank pass-books, etc.) which you may need at the time of visa applications for your international immersion programme when you will be going to any international university.
3. Please also bring your passport (along with old passports if any). Please ensure that your passport is valid up to April of the next year. (E.g. for PGPX 2023-24 batch, your passport should be valid up to April 2024. For international candidates especially on ITEC Scholarship validity up to Sept 2023 would be ideal. Please arrange to get your passport renewed or a fresh one issued before you come to the campus.
4. Please arrange for Medical Health Insurance for self and accompanying family members for at least INR 5,00,000/- (for each) for at least one year stay in the campus. Please note that sometimes, candidates are covered under the group insurance provided by employers to self or the spouse. This is acceptable as long as the amount of insurance and the period of coverage are as per our requirement.
5. Medical Fitness Certificate. (As per the Proforma / Format provided.) Please remember to bring medicines etc. which you may be currently using, if any.
6. Please bring your own laptop/notebook computers.
7. Finally, please do bring all necessary personal things that you would need to stay comfortably as per your own standard of living (but not furniture and accessories as explained in the previous question.)

1. What about IIMA's Alumni Network?

IIMA has a very strong and large alumni network consisting of who's who from Industry, Government as well as Academia spread all over the world which is one of the most powerful assets built over the years. The alumni family is an important component for realising the Institute's goals – Creation, Application and Dissemination of Management Knowledge. Our alumni are the crucial change agents who transform leadership across the globe. A vast number of IIMA alumni have distinguished themselves in almost every aspect of management across the world. As per international consultancy company EMA Partners' 2009 March report, more than 66% of the Professional CEOs in India are IIMA alumni.

2. Can I contact current students and alumni to discuss the MBA-PGPX (One Year MBA) programme with them?

Yes, you can join our social network through which you can connect with our alumni or current students and discuss the programme with them.

If you have a question that isn't answered here or if you need further clarification, please feel free to drop us an email at pgpxquery@iima.ac.in or call us on the below mentioned phone number.

General Manager, MBA-PGPX
PGPX Office, New Campus,
Indian Institute of Management
Vastrapur, Ahmedabad,
Gujarat 380 015
INDIA.
Telephone: +91-79-7152 4449/4417
Fax: +91-79-6632 4447