Then, at a recent performance review at one of India’s leading beverages companies, the top management found that the performance of its MBA recruits was way below its less-paid non-MBAs. While the non-MBAs were willing to try out new ways to find solutions, their more accomplished colleagues came with an “attitude” and were stuck with set ideas which often fell short of expectations.
A few years ago, Harvard Business School undertook an exercise to examine the relevance of its approach in relation to the demands made by the industry of its managers. The initial results were quite startling, with the researchers finding significant gaps between what was being taught and the requirements of a modern industrial environment. Prof Shrikant Datar, who led the research at Harvard, had told Outlook in 2010, “Prospective applicants were being discouraged by many employers from going for full-time MBA programmes. Executives repeatedly questioned the value-addition of the MBA degree.”
Photograph by Mayur Bhatt
Byomkesh, IIM Ahmedabad
This situation has really ‘come home’ in the Indian scenario today. Datar felt there is tremendous opportunity for business schools to implement ideas like critical and innovative thinking and leadership development. The best Indian B-schools, he said, need to do more research in the context of the problems Indian firms face. At the heart of the problem is the approach followed, based as it is on analytics, models, statistics and a predominant emphasis on case studies, a model the IIMs and a large number of other Indian management schools have borrowed from the West. It focuses on ‘problem-solving’ but is low on the human element and people management, which is important in India.
Says former IIM Lucknow director and DG, Indian Management Institute, Dr Pritam Singh, “We have been blindly following this western hegemony without looking at the ground realities of Indian industry. The case study method doesn’t help develop leaders, that can be done only by integration of mind and soul. The world is moving towards the Gestalt method and HBS, Ross School and other leading schools are bringing in social sciences, art, theatre and music into their curriculum to develop this area.”
Photograph by Nirala Tripathi
Harsh Bansal, IIM Lucknow
While the leading, older IIMs fiercely defend the case study method of teaching, some of the newer ones have started looking at this approach and its execution critically. Says IIM Kozhikode director Debashis Chatterjee, “Case studies should be used to uncover a basic truth or deeper reality. But people here do not know how to create good narratives which capture attention effectively. Also, the overtly analytical and transactional approach of western universities doesn’t hit home often in India. I think the approach has to be different in India...we are not a linear, transactional culture.”
So is it time for Indian business schools to introspect, find their own methods? Says management guru Vijay Govindarajan of Tuck School of Business, “Yes, it’s time for Indian management schools to take a zero-based approach. So much has changed in the global competitive space and India’s place in the world. Today’s leaders face very different challenges as compared to India in the 1960s when the IIMs were founded. The IIMs need the latest case studies that capture innovations happening in India. It has to challenge students to scale such innovations for the benefit of every Indian.”
Patanjali Alaiya, XLRI, Jamshedpur
To keep up with the rising demand of the new growth sectors, newer B-schools have started introducing sector-specific and niche courses in areas like telecom and retail. There has also been a steady demand for these and many business schools have made a killing as students, looking at quick job prospects, flock to it. But global management experts are not convinced that these niche courses are the answer for today’s needs. Says Govindarajan, “Sector-specific MBAs are really not needed. There are core management concepts that cut across all sectors. Specialisation can always be allowed within regular MBA programmes.”
There could also be inherent dangers in this approach, looking at the topsy-turvy fortunes of some new sectors. Says management thinker Mrityunjay Athreya, “Sectoral MBAs appear good at the start, but if something happens to that sector, the school and the students are in trouble. It may be better to have a comprehensive MBA, with a strong specialisation option for different sectors.”
Photograph by Sanjay Rawat
Rishabh Gupta, MDI Gurgaon
Indian B-school leaders, however, have a different take. Says Bakul Dholakia, ex-director, IIM Ahmedabad, “Some of these changes are reactive, some are proactive. You have to make changes partly geared towards market forces and partly towards managing change. And this is necessary to maintain competitive edge.” IIM Ahmedabad, he says, was one of the first to recognise such needs and introduce new sectoral and niche courses like one on m&a when liberalisation began, on retail management and on insurance before the sectors opened up. Newer B-schools have been more proactive and have started several new courses, like supply chain and logistics management.
Of late, some US management schools have introduced a system where students get cross-cultural/cross-discipline exposure and students are allowed to sit in classes of other disciplines of their own institution and also at other universities, with an aim to developing human skills among managers. Unfortunately, in India, even the IIMs do not have such a system. That said, the government has been pushing the idea of a common entrance exam and a common curriculum for all B-schools in India. It could be the first step for managing change.
By Arindam Mukherjee with Lola Nayar
Apropos Break Up The Text, if the subtext of the article was that there’s a growing gap between what the industry needs and what B-schools deliver, it is the most shallow assessment of the situation I’ve ever read. All I could gather from the article is that most MBAs—like other educated professionals—continue to want reformist and truly secular leaders like Narendra Modi or Nitish Kumar!
Thank you to all those who have taken the trouble to read the article and share their thoughts. Out of the arguments made here, there are two that perhaps need answering. So here they go.
1. The first part of the article compares outcomes (relative percentages of population of the religions concerned) irrespective of the process that led to those outcomes - whether immigration, relatively faster population growth or conversions. This was for two reasons. One, to put the figure of 2.3 per cent in "numerical perspective", as the article itself explained. The second reason was that outcomes are ultimately what the crux of debate is about. The rest of the article in any case dealt with process - or conversions in this case, from both a contemporary and historical perspective.
2. Some commenters have tried to cast doubts on the reliability of Census 2001. Those who do this should bear in mind that Census 2001 was conducted by a BJP government. Considering the extreme importance that BJP gives to this issue, it would be reasonable to expect that IF it had perceived a problem with the methodology that was distorting the numbers, it would have fixed it. As the article mentioned, BJP or BJP-supported governments have been in power for 10 of the last 40 years, or about a quarter of the time, and the only reasonable conclusion one can arrive at is that any misreporting of numbers, real or perceived, would be marginal and hence, not of importance.
To all other arguments made, my answer is the following: Please read the article again, with particular focus on the quotations of Vivekananda and Monier Williams, and the history of the missionary efforts in Bengal and their outcome.
If the sub-text of the article was "What industry needs vs what B-schools deliver: it’s a growing gap", then it is the most shallow assessment of the situation I have ever read. All I could gather from the article is that most MBAs - like other educated professionals - continue to want reformist and truly secular persons like Modi or Nitish as the PM.
As for the gap between MBAs and corporate world, the rot starts even before the B-school has opened. By limiting the particiaption of "foreign" intellect and research in the education industry and dismal investments in reasearch and teaching, we end up creating institutions that lack in both - right content and best teaching fraternity.
Quite frequently, it is the "artificially qualified" quotawallahs (a good one-third) in the top B-schools who struggle to not only clear the exams, but also fail miserably in dealing with the demands of corporate life. Follow that up with unrealistic expectations of the MBAs. When they land with their first job at ordinary salaries and ordinary posts, many lose the hunger to climb up the corporate ladder. Instead, they throw attitude and tantrums to be given the "deserving" roles.
Above all, future strategies of Indian corporates are not run from corporate boardrooms chokeful of suited MBAs. They are sold and bought in the lobbies of state and central ministers. Perhjaps, rightly so, because India is renowned for an abysmally fluid govt policy and irksome red tapism - neither of which allows any application of management theories. I have worked with India's second-largest FMCG company and was privy to stories about how its CEO spent more time at the Writers Building and Delhi's corridors than at his headquarters.
This MBA programs without experience of at least 5 years is a big waste of time, people who have experience understand the program better and their approach will be enirely different than the standard bullshit offered by the management shops!
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