1. I nstitute of M anagement C onsultants of I ndia, Delhi July 1-15, 2009 de-limiting excellence Certified Management Consultant TM The international credentials of a professional management consultant, reciprocally recognised by global members of the International Council Of Management Consulting Institutes [ICMCI] imcidelhi@gmail.com, www.imcidelhi.com http://sites.google.com/site/imcidelhi, http://twitter.com/imcidelhi Dear Reader We greet you on the occasion of International Management Consultants’ Day: July 16, 2009. IMCI Delhi Team decides to extend the celebrations a bit more to organize the International Management Consultants’ Week. Indulgence is great! With management campuses beginning their sessions, we also begin our Yo! [Youth Outreach] program announced in the last issue. Students of today are the future of ABC – Academia, Business and Consulting. A year round of activities start unfolding by IMCI Delhi, dedicated to the young professionals. We can’t stop an idea whose time has come. It’s Yo!Times. Cheers, Rajiv Khurana, CMC, FIMC Chairman, IMCI - Delhi in this issue… Management Consultants’ Day – thoughts and reflections 2-3 Round Table – July 17, 2009 4 T20 Camp – July 20, 2009 5 Corporate Governance with a Soul 6-7 Yo!program 8-9 LIFT quotes; CDC Advt. 10 About IMCI & Code of Ethics 11 Misc. 12 July 16, 2009 Panel Discussion and Complimentary Dinner for members 6.00pm onwards Venue: CDC & IHC July 17, 2009 ROUND TABLE: Consultants’ Collaborating for Business Development* 4.45 - 7.00pm Venue: CDC July 20, 2009 2nd CampT20: Three member speakers for 20 minutes each* 5.40 - 7.20pm Venue: IMI July 22, 2009 Executive Team Meet Chairman’s Office *Open to public. Details inside.

2. I nstitute of M anagement C onsultants of I ndia, Delhi July 1-15, 2009 de-limiting excellence Management Consulting Day: Goals & fulfilment Walter Vieira I am happy that we have evolved to a stage where we have an annual 'Management Consultants Day.' In an age where there is even a Personal Secretaries Day, it would have been a shame if a Management Consultants Day was not observed. It gives the professionals involved, a time for reflection. Who are we? What are we doing and how? Can we do better and how? Where are we going and where do we need to go? Are we all together with common goals and code of ethics? The second is, to make the people we serve, and the general public - aware of what we do, why, how, where and when. And how while earning a livelihood and practicing a profession we also serve society and the nation. Our annual days generally have rituals where professionals meet each other. What about using the occasion to meet clients, present or prospective to tell them what we do and the useful roles we play. If both these roles are kept in mind, on every Management Consultants Day, in every chapter in the country, and the programs designed appropriately, we would have done a great service to the profession we belong to. Walter is a Certified Management Consultant; and a Fellow of the Institute of Management Consultants of India. He has been the President of the Institute of Management Consultants of India (1986-1991); the Founder/Chairman of Asia Pacific Conference of Management Consultants; and the first Asian to be elected Chairman of the world apex body of management consultants (ICMCI) International Council of Management Consulting Institutes. 2/12 The first proposal for an International Consultants Day was made in 1999 by Shanker Gopalkrishnan, the Trustee for IMC India. India pioneered the celebration of the day and subsequently more countries have been involved.

3. I nstitute of M anagement C onsultants of I ndia, Delhi July 1-15, 2009 de-limiting excellence Currently, Managment Consultants Day is celebrated as an in-house affair of IMCI or ICMCI. This initiative which is pursued for the last five years is to be appreciated for making a beginning. We may have to go farther than reminding ourselves the relevance of our profession once a year, but it should reach the masses and general public also, apart from the organized sector. It is well-known, International (Special) days such as Environment Day, HIV Day, Fathers Day/Mothers Day etc. are celebrated more to create a mass-awareness on the relevance of the Issue in public in general. Likewise, as managment consultants, we also need to look at the broader target group of consulting profession, which includes it clients, organized sector employees, even informal sector employeesand subjects of the nation in genral, who are affected/influenced by consulting services or a kind of a mass awareness need be creaed through such celebrations. Such inititives when fructified are likely to give a major boost to the professional practice inthe country. for instance - chartered accoutants, medical doctors etc. To reach that level of mass awareness creation, it isessential to rope in the official machinary of the government and bymaking the Consultatns Day Celebrtion sponsored/owned-up by the relevant ministry/minister and a national message by Presidetn/VP/PM or the relevant minister would be essentail. this would also give a hugemedia coverage. Such an initiative could be a aludable effort by IMCI or CEAI or DSIR or Planning Commission or jointly. Even the apex industry bodies like CII, FICCI and ecnomicsectorbodies like NABARD, CAPART etc could sldo be associated with this initiative as the beneficieries of the consultancy. IMCI may like to catalyze such a critical mass of apex consulting institutions in India to rope in the governmental machinary for such an onerous task of promoting use of consulting for performance improvemnt of enterprises, economic sectors & QWL of Aam Admi in particular as well. S A Khader A productivity & competitiveness consultant and a consultant trainer, with life- time association with indian productivity movement Reflections: International Management Consultants’ Day 3/12

4. I nstitute of M anagement C onsultants of I ndia, Delhi July 1-15, 2009 de-limiting excellence Jointly Invite YOU to the first of its kind Round Table: Consultants’ Collaborating for Business Development Date:July 17, 2009 Time:Registration and Tea – 4.45 pm Round Table - 5.00 pm to 7.00 pm Venue:Consultancy Development Centre Core 4B, 2nd Floor, India Habitat Centre, Lodhi Road, New Delhi - 110 003 Round Table Outline Defining the consulting opportunity Market opportunity large and mid-sized companies small and boutique firms freelancers Challenges Quality of consultants and quality of services Clarity of thought of clients Funding agencies Government Private sector Procurement systems and procedures Interaction and interrelationships with foreign consultants Business development strategies Ideas on synergistic relationship building Consortium bidding and relationship management Round Table Outline Defining the consulting opportunity Market opportunity large and mid-sized companies small and boutique firms freelancers Challenges Quality of consultants and quality of services Clarity of thought of clients Funding agencies Government Private sector Procurement systems and procedures Interaction and interrelationships with foreign consultants Business development strategies Ideas on synergistic relationship building Consortium bidding and relationship management Mr. Sudhir Ahluwalia, TCS, will initiate the discussions. Only 20 [twenty] seats available on ‘first come’ basis and subject to confirmation. For participation, please write to: imcidelhi@gmail.com. 4/12

5. I nstitute of M anagement C onsultants of I ndia, Delhi July 1-15, 2009 de-limiting excellence Innovative and exclusive design by IMCI Delhi to project member consultants before the corporate world. Three members at a time. Each Presenter Talks/Trains for precisely 20 minutes to showcase calibre. Totally INFORMAL ENVIRONMENT Participants invited for free. Each Talk/Training is uploaded on msnvideo/ youtube.com and highlights [prepared by the presenter] printed in ABC-eMag. Many such camps conceived during the year. Write to us with a brief intro of the theme. If you are not a member and wish to present, please be a member first! DateJuly 20, 2009 1735 1755Registration + Tea20 1800 1920T20 Venue: International Management Institute B-10, Qutab Institutional Area, Tara Crescent, New Delhi – 110016, India Pref. dress code: Jeans and T-shirt Creating BEST Organisation To Work For Neerja Verma MBA with over 25 years experience in functional and strategic management areas, both as a corporate insider and a consultant. Modelling For Enterprise Competitiveness S.A.Khader A productivity & competitiveness consultant and a consultant trainer, with life-time association with indian productivity movement. Opportunities & Challenges in rural marketing Vijay Nagrani Certified Management Consultant Specialising in Marketing Research/Strategies and Training. Please send your confirmation at imcidelhi@gmail.com. Jointly invite you to: 5/12

6. I nstitute of M anagement C onsultants of I ndia, Delhi July 1-15, 2009 de-limiting excellence Corporate Governance with a Soul Dr. Mrityunjay Athreya While it is necessary to install the various “structures and systems” for CG, they are not sufficient. The aatman, the soul, or spirit of CG is even more needed. This paper focusses on CG, using the relevant tools, but, even more importantly, with ethics and values. It is divided into five parts. The first section recognises the need for a ‘body’ of CG. Section 2 brings out the ethics needed to put soul into CG. The third section points out the limitations of an approach of mere legal compliance. The next part stresses the need for the Top Management to see CG as part of “our dharma”. The paper concludes with suggestions for action by the Top Managements of companies for realising CG with a soul. 1. THE BODY OF CG The following are some of the limbs which constitute the physical body of CG. Some companies engage in CG mainly because it is a requirement under Section 49 of the Listing Agreement, with the stock exchanges, as part of SEBI regulations. The CG code also requires that at least half the board of a listed company are independent, external, Non-Executive Directors (NEDs). The code also prescribes the formation of a few committees, such as on Appointments; Audit; Compensation; and Shareholder Grievances. The Committees, the Board and the shareholders are entitled to receive various reports, with different periodicities. Companies are also expected to disclose relevant information, to targeted recipients, transparently, and avoid leakages and abuses like insider trading. But often, the underlying purposes of these elements of the body of the CG are not met. There can be notional compliance in letter, but not in spirit. 2. THE AATMA OF CG In order to save the soul of CG, it is necessary to add the following “soft” aspects. An attitude of sevaa, service, to all the stakeholders, namely – customers; shareholders; society; partners; and employees. The Top Management should be imbued with the spirit of being “trustees” of all the resources – physical, financial and human – kept in their care. Such spirit should be internalised by all executives and employees in a spirit of ownership. Wealth should be created not just for the promoters; or senior executives; or similar power centres, but for all the stakeholders mentioned above, in different forms. The Management should demonstrate high quality Self-Governance, in the right spirit, which will make Governance by the Board both less necessary; and, easier. The organisation should have a culture, built on core values, including ethics, as an important component. 6/12

7. I nstitute of M anagement C onsultants of I ndia, Delhi July 1-15, 2009 de-limiting excellence 3. NOT JUST COMPLIANCE So, CG with a soul is much more than just compliance. A mindset of compliance leads to the following gaps. The Management and staff develop motivation just enough to meet the legal minimum. The approach is mechanistic, just to fill the formats and meet the dates. Even such limited compliance is done with an attitude of reluctance, and not utsaah, enthusiasm. Some of the data disclosure; submissions; and actions are done on demand by the various committees; rather than voluntarily. The whole “burden” of CG is borne by such a company because of the pressure of the NEDs; and not out of conviction. Recently, in the US, the Securities and Exchange Commission, SEC, ordered GE to restate earnings. Such restatement was demanded for 5 years 2001-06. GE has only a small reduction in income, but still a moral setback. It is the second time in 18 months. GE has pride in the high standards of its internal controls. At a broader level, the SEC has made tighter rules on Derivatives since 2001. More than 200 US companies have had to restate! 4. OUR DHARMA CG with a soul can come about when Management and staff pursue it as “our dharma”. The compliance should be voluntary and willing, without being pushed by the NEDs; Committees, etc. The Management actions should be progressive; and ahead of the regulations. The Management should seek and adopt the current best practices of CG. It should go further, and experiment with even superior next practices. The Management should learn and benefit from the constructive criticism and suggestions of the NEDs; Committees; and regulators. The Management should value and cherish the NEDs, rather than see them as a “nuisance”. 5. WAY FORWARD Corporations can progress towards CG with a soul through the following steps. The starting point is the self-realisation by the Top Management. NEDs; Committees; Regulators; and experts can nudge the Management, but ultimately, one can only take horses to water, but not make them drink. The Management should bring about a cultural transformation in the organisation, on the lines of certain core values. It is useful to have an Ethics Policy, and also designate an executive in the company; its main divisions; functions; and locations, as the Ethics Officer. The Tata Group has this practice. The Management should aim at achieving high performance in the parameters of Profitability; Growth; Image; and Continuity. Such performance should be sought not by any means, but only consistent with values. Management should make staff aware that long term, sustained performance can come about only through values. Finally, the present Top Management should mentor their own value based successors for the future. Dr. M B Athreya Management Guru. Former Professor - IIM Kolkata, London and Scottish Business Schools. Chair and Member of Government Policy Committees. Ad visor to industry, government and NGOs. 7/12

8. I nstitute of M anagement C onsultants of I ndia, Delhi July 1-15, 2009 de-limiting excellence Compliments for reading this page! Yo! is meant ONLY for serious minded management students. Why is IMCI Delhi serious about you? - because we have chosen a mandate to help management students - because we are a not-for-profit body - because each of our member has gone through your stage in his/her personal life Why so low? Just Rs. 500 ? Your money is not our motive. Your future is. We offer you help only during the time you are a management student. We take a token amount to add to the seriousness and symbolically cover some expenses. As a second year MBA student, you pay Rs.500 for the complete academic year. As a first year MBA student, you pay Rs.900 for your I & II academic year. How do I enroll? Write to us at imcidelhi@gmail.com What do I get? Read on… 8/12

9. I nstitute of M anagement C onsultants of I ndia, Delhi July 1-15, 2009 de-limiting excellence What do I get? Depends on what you seek. Your 1 or 2 years active participation with IMCI Delhi can create some of the following opportunities for you to explore:  Attend career guidance and personality development sessions organized by us for you.  Rub shoulders with the who’s who of professionals from the domain of Academia, Business or Consulting  Participate in evening talks hosted by IMCI Delhi  Participate in IMCI Delhi’s conferences @ 50% fee  Interact with students from other Management Institutes  Participate in the Inter- Management Institutes competitions  Get an indirect benefit as we give opportunities to your faculty to participate in our events  Get opportunities to participate as a volunteer in our events, web communications or ABCeMag. Earn special recognition and certificates for it.  Get ‘Yo! certificate of participation’ upon attending minimum three events during the year.  Seek project guidance, counselling, coaching…from senior members of IMCI Delhi subject to their availability  Evaluate the option of making MANAGEMENT CONSULTING as a career choice  Get our fortnightly eMagazine – ABCeMag: delimiting excellence [download previous issues from http://sites.google.com/site/imcidelhi ]  Listen and view what the experts say during the events organized by IMCI (if you miss any). Search for ‘imcidelhi’ on youtube.com and enrich yourself.  Listen to the podcast in mp3 format. Download it on your mp3 player or cellphone and expand your learning horizon ‘on the go…’. Sample it by clicking: http://www.box.net/shared/c0cvrf0a2g  Participate in the discussions on linkedin.com by becoming member of the group ‘imcidelhi’. This will give you global connectivity.  Follow imcidelhi through micro blogging on twitter. http://twitter.com/imcidelhi  Download the pictures we take during events. See yourself in elite company. Sample it by clicking: http://tinyurl.com/imcidelhi- guruspeaks1-pics …and this list will keep growing 9/12

10. I nstitute of M anagement C onsultants of I ndia, Delhi July 1-15, 2009 de-limiting excellence L eadership I deas F or T oday Extracts from the gift book- LIFT, pending print, by - Rajiv Khurana, CMC, FIMC A boss creates fear, a leader confidence. A boss fixes blame, a leader corrects mistakes. A boss knows all, a leader asks questions. A boss makes work drudgery, a leader makes it interesting. A boss is interested in himself or herself, a leader is interested in the group. - Russell H. Ewing The key to successful leadership today is influence, not authority - Kenneth Blanchard A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be. - Rosalynn Carter 10/12

11. I nstitute of M anagement C onsultants of I ndia, Delhi July 1-15, 2009 de-limiting excellence IMCI The Institute of Management Consultants of India (IMCI) is the apex body of management consulting professionals, being the only registered institute of established management consultancy firms and practicing individuals in the country. Constituted in 1991, IMCI was formerly known as the Management Consultants’ Association of India (MCAI), which was founded in 1963. In 1989, IMCI became the first Asian organisation to be accepted for membership of the International Council of Management Consulting Institutes (ICMCI), the global apex body of Management Consulting Institutes. ICMCI has 46 member countries in the world. The Executive Secretariat of IMCI is located in Mumbai. The Institute has regional Chapters in Ahmedabad, Bangalore, Calcutta, Chennai (Madras), Delhi, Hyderabad, Mumbai (Bombay) and Pune. CMC Designation IMCI endeavors to raise the standards of management consulting by awarding Certified Management Consultant (CMC) designation to individual members who have passed a qualifying examination and have met the profession’s standards of competence and ethics. The CMC designation implies international recognition to worldwide standards. More details: imcindia.co.in Code of Professional Conduct for IMCI members Minimum Guidelines Confidentiality A member will treat client information as confidential and will not take personal advantage of privileged information gathered during an assignment, or enable others to do so. Unrealistic Expectations A member will refrain from encouraging unrealistic expectations or promising clients that benefits are certain from specific consulting services. Commissions / Financial Interests A member will neither accept commissions, remuneration or other benefits from a third party in connection with recommendations to a client without the client’s knowledge and consent, nor fail to disclose any financial interest in goods or services which form part of such recommendations. Assignments A member will only accept assignments for which the member has the skill and knowledge to perform. Conflicting Assignments A member will avoid acting simultaneously (in potentially conflicting situations) without informing all parties in advance that this is intended. Conferring with Clients A member will ensure that before accepting any engagement, a mutual understanding of the objectives, scope, work plan and fee arrangements is established and any personal, financial or other interests which might influence the conduct of the work are disclosed. Recruiting A member will refrain from inviting an employee of a client to consider alternate employment without prior discussion with the client. Approach A member will maintain a fully professional approach in all dealings with clients, the general public and fellow members. Code of Professional Conduct A member will ensure that other management consultants carrying out work on the member’s behalf are conversant with and abide by the Code of Professional Conduct. ICMCI The International Council of Management Consulting Institutes is the global association of national management consulting institutes from around the world. These national institutes administer, in accordance with world class standards, the international "CMC" certification Certified Management Consultant earned by individual professional management consultants.Certified Management Consultant More details: icmci.org 11/12

12. I nstitute of M anagement C onsultants of I ndia, Delhi July 1-15, 2009 de-limiting excellence We await your ideas, suggestions, contribution, support and… imcidelhi@gmail.com IMCI – Delhi Alag Tevar, Alag Flavour This eMag is meant for free electronic circulation amongst members & friends of IMCI - Delhi Patron: Dr. M.B.Athreya Mentors: Dr. S.R.Mohnot Mr. Shashi Budhiraja Dr. Sunil Abrol Past Chairmen: Mr. Ashok Kumar Mr. Ramesh Tyagi Patron: Dr. M.B.Athreya Mentors: Dr. S.R.Mohnot Mr. Shashi Budhiraja Dr. Sunil Abrol Past Chairmen: Mr. Ashok Kumar Mr. Ramesh Tyagi Chairman Rajiv Khurana Dy. Chairman Sumit Chaudhuri Hon. Secretary Vijay Nagrani Hon. Treasurer M S Sridhar Executive Members S A Khader S B Sengupta Dr. Shiv Dhawan Regional Rep. S A Khader Chairman Rajiv Khurana Dy. Chairman Sumit Chaudhuri Hon. Secretary Vijay Nagrani Hon. Treasurer M S Sridhar Executive Members S A Khader S B Sengupta Dr. Shiv Dhawan Regional Rep. S A Khader Join group ‘IMCI – Delhi’ on linkedin.com http://twitter.com/i mcidelhi 12/12 Panel Discussion: MANAGEMENT CONSULTING : RESKILLING FOR FUTURE UNLIMITED Panelists: Dr. S.R.Mohnot, Moderator Dr. Sunil Abrol Mr. Ashok Kumar Mr. Rajiv Khurana Date: July 16, 2009 Time: 6.30 pm Venue: Consultancy Development Centre, Core 4B, 2nd Floor, India Habitat Centre, Lodhi Road, New Delhi - 110 003 Exclusive for IMCI Delhi Members