Foreword
2012 - an interesting year famous for many reasons, yet to be proven true or untrue. For us, the year has been thrilling, adventurous
and has kept us on our toes. January saw Parivartan’12, our Business festival which celebrated ingenuity this year. Parivartan had a lot
to offer, we witnessed the collision of best brains of the country, battling it out in different events ranging from Corporate Roadies to
B-school’s got talent. It also led to the spawning of different strategies in Nutcrackers, and we saw avatars of new brands in
Aayodhana. Parivartan also launched Reyansh’s first edition and thus ended with a lot of new beginnings. 2012 was also prepar ing us
for a challenge; change from the traditional JMET to CAT. But we are happy and proud that we are certainly one of the most preferred
schools in India for MBA. With the huge number of extremely talented student applicants we are forced to keep a high CAT percentile
cut off of 98.85 from this year. With a strong emphasis on consistent academic record of our applicants we expect to have a very
dedicated & talented batch of 2014 in line with our tradition. We have been doing wonders when it comes to competitions and we
take immense pride in congratulating Karan Kamath and Jaireet Johal for winning the national Henkel Innovation Challenge 5. They
would be representing India in the International Finals to be held in Poland this April. Dr. Rajiv Nag, Senior Advisor at KPMG inter-
acted with the batch and discussed about the nuances of the field of consulting. This led to the formation of our very own Consulting
Club, Chamber 42. The name having an interesting origin where Chamber is a closed space for discussion and 42 being the number
quoted by Douglas Adams in The Hitchhiker's Guide to the Galaxy. Chamber 42 hosts a number of discussions ranging from different
cases of various industries. Though pretty young, the club has taken strides and would continue further by taking inputs from the in-
dustry experts and our experienced faculty. Celebrating the birth of Chamber 42, this edition of Reyansh is dedicated to consulting
and has a theme enveloping it, Consultancy: A roadmap to excellence. Team Reyansh invited articles from all across the country that
saw an overwhelming response and gave us a tough time in choosing the articles to be published in the final draft.
This issue
Consultancy: roadmap to excellence P.2
All you need to know about consulting P.4
The blue ocean way P.5
Consultancy in the domain of HR P.6
My experience as a consultant P.8
Parivartan 2012 P.9
M Health B-Plan competition 2012 P.10
| | reyansh | | DMS IIT Delhi ISSUE February 2012
Introduction
The dictionary meaning of consultancy is to
provide professional or expert advice.
Consultants are professionals who have an
expertise over certain area of work such as
management, accounting, human resources
etc. and provide expert advice to firms based
on their knowledge. However, generally,
they only have an influence over the
decision, but not the autonomy to take
decisions. As consulting guru Peter Block
defines, a consultant is “someone who has
influence over an individual, group, or
organization, but who has no direct
authority to implement changes”.
Why hire a consultant
Following are some situations when a firm
needs a consultant:
Expert opinion: A firm looks for a consultant
when it does not have the necessary exper-
tise over the area where it needs advice and
hence searches for someone who has
in-depth knowledge over the subject. The
area of work might require certain niche skill
which is unlikely to be readily available
within the firm. The company leverages the
knowledge of the subject the consultant has
in order to improve upon its various
areas of work like sales, human
resource, IT etc.
Cost effective: When the cost of
building the knowledge base in the
company, or the cost for implementing
an organization wide change is higher
than hiring someone to provide the
needed expertise, it is wise for the
firms to go for hiring consultants.
Unbiased and fresh view to problems:
When a firm needs an unbiased and a
first-hand approach to its existing
problems, it can hire a consultant so
that he/she can provide a completely
new insight into the matter and
explore areas which were not looked at
earlier.
Political cover: Sometimes, companies
might have to take decisions which do
not make all parties equally happy. In
such cases, companies hire consultants
so that they get sufficient political
cover for the decisions taken.
Best practices: Consultants are the best
way to bring best practices to firms
from across sectors, since consultants
Lipsa Mahapatra, XIMB
have the privilege of serving clients across
industries and throughout the globe. As
Indra Nooyi, CEO, PepsiCo, quotes, “Every
year in consulting is like three years in the
corporate world because you have multi-
ple clients, multiple issues - you grow so
much”.
Consultancy – A roadmap to excellence
Role of consultants
In the world where the smallest of the
players are trying to eat away market
shares and there is increasing fear of
products getting commoditized, the role
of a consultant becomes much more
crucial to the organization than just
providing advice. The consultants are the
means for the company to perform
beyond expectation of the customers and
become trend setters.
Today, the government is also hiring
consultants. The most important reason
for this is the need of the government to
improve upon its performance and polish
the processes followed. The governments
across countries are in need of consultants
who can provide newer ways of economic
betterment of the country, technology
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Consultancy: A Roadmap To Excellence
up-gradation, motivating the employees at
work.
The employees need to be continuously
motivated towards their work these days,
else not only will their performance dete-
riorate but also will their loyalty towards
the organization. In such cases, the HR
consultants are the company’s resort to
come up with effective ways for employee
engagement and motivation.
Information technology has become the
buzz of the globe today and number of
software companies is on the rise. In such
a case, the IT consultants become the need
of the firms in order to maintain the state
of the art technology infrastructure, IT
security management and improve
efficiency.
The consultants now also play a significant
role in the strategy development of
organizations. The strategic consultants
would assist the senior management to
identify the firm its problems, core
competencies, areas of improvement and
can provide ways to bank on the
competencies of the firm and also provide
solutions to the problems.
Niche Areas for Consultancy
Eco-Friendly: Increased regulations and
legislation for industry are driving the
demand for eco-compliance.
Businesses are hiring consultants to
review internal policies and
procedures, and to assist in
identifying and meeting regulation
requirements.
Life Management: The older
population is a vast customer base.
They have substantial disposable
income and are not opposed to
spending it.
Consultants assist in identifying and
pursuing personal life goals so that
they can provide enriching
experiences for the elderly.
SMB Expertise: The SMB market is
one of the fastest growing and has
been targeted as a lucrative market
for a variety of products and indus-
tries. SMB expertise helps in offering
the know how to Fortune top
companies and help in expanding
business.
Considerations for Successful
Consultancy
Thinking small: BPR or TQM take a lot
of time and effort in recreating them.
Consultancy focusing on bringing
out ideas and innovations tailored for
client’s local needs would bring down
cycle time of operations drastically.
Exploring new frontiers: Seeking out
Consultancy: A Roadmap To Excellence (cont..)
different sources of research and
knowledge and organizing cross-silo
spaces for discussion would help in
extracting fresh ideas and thereby
empowering innovation.
Enabling talent: Providing bright,
motivated consultants with autonomy
and the ear of senior management is
more likely to generate useful
innovations.
Developing people: Continuous
professional development is crucial for
developing innovation as a strategic
capacity for consultancies.
Conclusion
As Oscar Wilde says, “I always pass on
good advice. It is the only thing to do
with it. It is never of any use to
oneself”. This quote sums up the role as
well as the significance associated with a
consultant’s job.
The above sections demonstrate how
consultancy can keep an organization
ahead of its competitors and assist it in
becoming the market leader. Efficient
consultancy can help the companies
build on their strengths as well as work
on their weaknesses. The consultants
provide the firms the skill that they need
in addition to their resources and hence
certainly provide them a roadmap for
excellence.
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All you need to know about consulting…
The long standing joke in consultancy circles
is that it is spelled as “CON – sult – ancy”.
Despite this oft unfavorable portrayal of
consulting , it is making a comeback as the
career of choice in B-schools with the frenzy
of investment banks dying down. This Q & A
styled article should answer FAQs and then
some for all those who want to know more
about consulting and are considering getting
into the profession. Read on…
Q 1. What is consulting? What are its broad
categorizations in brief?
A: Put plainly, consulting is getting paid for
giving advice. It can be broadly classified into
strategy, operations, IT and HR consulting.
Strategy consulting is also known as
management consulting. These firms
specialize in providing advice about strategic
and core operational issues. It examines how
an organization can meet its objectives given
its customers, competitors, suppliers, and
the broader industry-wide trends affecting
its business generally working with senior
management and on long term plans. Typical
engagements in strategy consulting can be
Providing new market entry solutions
Offering advice on Mergers & Acquisitions, divestments
Resolving organization restructuring issues
Strategy consulting differs from other forms
of consulting in that implementation is
usually not part of the assignment.
McKinsey, Bain, BCG and Booz Allen
Hamilton dominate this arena.
Operations consulting involves analyzing a
client’s value chain and helps provide
solutions to manage processes more
efficiently. Operations consultants work on
issues like
Streamlining sourcing
Providing cost-cutting measures
Improving customer satisfaction rates
Clients call on IT consultants to get advice
on how best technology can be leveraged
to reach the organization’s goals. IT
consulting assignments can be about
Devising an IT strategy to facilitate a company’s business objectives
Replacing legacy systems with newer technologies
Integrating disparate technological systems
IBM, Accenture, Cap Gemini are some of
the biggest players in this field.
HR consultants advise clients on human
capital management. They help
organizations develop and implement HR
policies. Typical engagements deal with
designing and implementing
Employee evaluation practices
Compensation and benefits programs
Recruitment and retention practices
Competency development programs
Aon Hewitt and Mercer are recog-nized leaders in HR consulting.
Q. 2 What are boutique firms?
A: Boutique firms are those which
specialize in a specific industry or process
and cater to a niche clientele. More often
than not, they are smaller in headcount
and tend to be founded by ex-partners of
larger consultancies. Having said that,
their reputation and pay is usually at par
with well-known firms. E.g: Health-care
consultants may tackle any type of
engagement – strategic or operational,
with an eye toward the issues that are
unique to players in the healthcare
industry.
Q 3. In a world where advice is free, why is
it that organizations are ready to pay
through the nose for consulting services?
Rakesh Gottipati MBA FT 2012
A: The nature of advice provided by
consultants is different from “regular
advice” .
Consultants are paid for their
accumulated knowledge – expertise
that they have developed by
providing guidance to other
organizations on related issues
previously. Consultants can advise on
projects that clients have little
experience on, or no in-house
capability. Consultants offer a fresh,
objective perspective, which is
invaluable in times of internal
bickering over decisions.
Q 4. What are the key positives and
negatives of a career in consultancy?
A: Positives: Opportunity to learn
about a wide variety of businesses,
Outstanding pay, Working with
different teams, Future options
Negatives: Lots of travel, Burnout,
Loss of time for personal life
Q 5. What are the qualities required
for making it big in consulting?
A: A comprehensive knowledge base
and an analytical bent of mind
coupled with a logical thought
process are prerequisites. It’s not odd
for consultancy firms to expect
employees to stay up to date with the
goings on in their area of expertise.
This needs continuous energies to be
directed towards broadening one’s
knowledge and outlook. Add to that,
the ability to gain trust of the clients
and clearly communicate to them the
recommendations is a must. But
above all, one needs passion to work
in this profession. Yes, PASSION!
Without passion, the long, erratic
working hours and loss of personal
life would be a difficult cross for
anyone to bear.
The Blue Ocean Way
Blue Ocean has been a buzzword off-late in
the corporate circles. Companies are looking
for frameworks to quickly adapt to the Blue
Ocean Strategy. In the aftermath of the
recent recession there has been a significant
rise in the popularity of this concept.
Deceleration in the growth rates of the
economies coupled with the reduction in
consumer expenditure has put corporate
earnings into a tailspin. Moreover the
competition for the share of consumers’
wallet is becoming fierce day-by-day. All
these have propelled companies to look for
new geographies, entering emerging
markets and identifying “Blue Oceans” in
these economies.
Blue Ocean Strategy refers to the creation of
uncontested market spaces. According to
W. Chan Kim and Mauborgne, authors of the
book “Blue Ocean Strategy”, most of the
blue oceans that are created emerge from
the red oceans by expanding existing
industry boundaries. It emphasizes that
instead of fighting competition in developed
in markets/crowded sectors (Red Oceans)
companies should look at creating new
domains and categories so that profits are
maintained with minimum overheads.
Consultants nowadays are looking for
solutions built around this strategy. The
question is how relevant is this concept in
the emerging economies like India and how
have companies applied it in the recent
times in such markets.
India’s success story in the recent times has
been hailed by many. Organizations have
developed and adapted themselves to suit
Indian market needs. Some of the examples
where companies have successfully created
a market space for themselves in India are:
FabIndia
John Bissell, who worked in India as a
consultant, founded FabIndia in the year
1960 to take Indian handloom textiles to the
world. FabIndia was the first company to
foray into such area and thus created a
niche for itself.
Shaadi.com
Anupam Mittal, founder of this e-venture
understood the potential significance of a
marriage broker in Indian wedding
industry. He was quick enough to launch a
portal which changed the context of
Indian matrimonial industry forever.
Air Deccan
“Simplyfly” as they used to call it, this
airline created a revolution by creating a
market space which was unknown to the
Indian airline industry since its existence.
It made possible for the common man to
avail aviation services on account of its
no-frills low cost carriers.
Shampoo Packaging
“Bottom of the Pyramid”, a concept
pioneered by C.K.Prahalad was best
depicted in this industry. The bottle of
shampoo whose cost was more than the
wage of an industry worker was replaced
by sachets. This brought about a structural
change in the market and the demand sky
rocketed.
Microfinance Institutions
One of the finest examples of making the
competition irrelevant by giving loans to
the less privileged section of the society.
Contrary to the popular belief these
institutions lend money to the rural poor
in developing countries like India,
Bangladesh. The rise of Grameen Bank in
Bangladesh is a superb case in point.
All the above instances, exemplify that the
businesses in emerging economies like
India have already understood the need
for differentiating and creating new target
groups for their expansion. Smart use of
innovations in their product offerings has
been a vital point behind their success.
Haaris Hasnain MBA FT 2013
Organizations have also been able to
determine which factors from their
products could be taken away or
eliminated.
A big challenge which stands tall in
front of all these organizations is to
sustain their “Blue Oceans” or in
other words to prevent it from
becoming “red”. A general tendency
in the market is to follow the leader.
Thus, shortly after shaadi.com began
many matrimony sites mushroomed
in India like BharatMatrimony.com
and jeevansathi.com. This is a crucial
stage for any company where it needs
to combat competition and sustain
itself.
The best way to cope is to be dynamic
in nature and regularly innovate.
Orkut is seen as one of the major
failures which failed to do regular
value innovation and succumbed to
competition from Facebook.
However, Apple has been doing
steady innovation and wading out of
fierce competition from the likes of
Google and Samsung. Thus, Apple and
Facebook are rock-solid while Orkut is
now lost into oblivion.
***********
Consultancy in Domain of Human Resource:
A Road Map To Excellence
Today was a very crucial day for Mr. Vimal,
the newly appointed HR Head of Rama
Motors Ltd. He had called The Super
Consultants for a presentation in front of
Rama Motors senior management team and
the outcome of the meeting would decide
the roadmap for his department in the time
to come.
Having grown up as a family business and
having undergone tremendous growth in
recent times, Rama Motors had been facing
some unique HR challenges. The founder
and CEO, Mr. Prabhat was due to retire by
this year-end but the company still didn’t
have a proper succession planning in place.
In past few years, Rama Motors had lost its
many talented employees to its competitors.
An analysis of exit interviews showed a lack
of proper plan for coaching and nurturing
the high quality talent, poor performance
&compensation planning and dire need for
skill up-gradation of its workforce. Mr.
Vimal was entrusted with the task of
overhauling the age old HR practices at
Rama Motors and converting it from a
traditionally run business to a modern high
performance organization.
The workforce at Rama Motors was
primarily divided in four bands: Band 1,
Band 2, Band 3 and Unclassified Band.
Band 1 consisted of front line employ-
ees; Band 2 had managers; Band 3
comprised of GMs and VPs of
various domains whereas unclassified
band included Directors, President and
the CEO. Traditionally, HR had not
played any strategic role in Rama
Motors.
Mr Vimal had tried to implement many
good practices within the organization
but nobody paid any attention and he
found himself swimming against the
tide. At last, Mr Vimal thought of
hiring Super Consultants for the
assignment. Due to no prior experience
of the company in hiring consultants
which also required huge investment,
the top management was initially a bit
apprehensive. Hence, Mr Vimal had
invited the Super Consultants team
today to make a presentation in front
of top management of Rama Motors to
explain the role of consultants in the
field of HR in present times. Following
were the points in the presentation:
Gunjan Kumar & Ruchi Batra, MDI Gurgaon
By hiring consulting services a company
can easily keep itself up-to-date about
competitors’ moves since consultants
have comprehensive data to give a clear
picture of what other leading companies
in various sectors are following. For
example, a company can use information
received from consultants while designing
its performance management system
for benchmarking its KPI (Key Performance
Indicators) with other leading players in
industry.
Competency Based Services
Consultants provide vast information
regarding unique competencies of
individual organizations. For instance in
KPMG, ‘Conference Boards’ are
maintained where companies (clients) are
asked to share their data with the
consultant (trusted) and hence all
participating companies can download
each other’s information and analyze the
differences.
Compensation Benchmarking
Companies often hire consultancies to
benchmark their compensation packages
vis-a-vis other players in market. In fact,
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compensation benchmarking is the largest
benchmarking business performed by HR
Consultancies. Aon Hewitt conducts the
‘Hewitt Salary Increase Survey’ each year to
make predictions about salary hikes.
The rewards given especially in the form of
variable pay component largely depend on
what other competitors are offering.
Organizational Design and Structure
Organizational structure of a company can’t
change overnight. It impacts a number of
structural variables like specialization, hierar-
chy and centralization in organization.
Consultants analyze all the requirements of
company and help design and implement a
suitable organizational structure.
Talent Acquisition
Consultants have great specialized
experience and expertise and they use a
combination of primary and secondary
research to conduct the process of skill
mapping to various roles and positions.
Also, consultants are frequently hired to
manage the whole process of filling top
managerial positions. For example
Spencer Stuart specializes in hiring top
executives for a company. The process
requires sharing confidential client
information thus each consultancy is not
involved in this domain.
Employee Engagement Scores
Consultants help organizations in
achieving good employee engagement
scores which can be later used in
employer branding and improving EVP
(employee value proposition) of a
company. Many companies seek the
help of HR consultants in improving
their employee engagement scores.
Manpower Planning
Consultancies facilitate the process of
manpower planning in organizations.
Starting with analyzing the current
manpower inventory, they make
future manpower forecasts, and help
organizations make appropriate
recruitment & selection strategies.
A Consultant’s approach to problem
solving
Challenges Faced By Consultants
Consultants make use of raw data of
employees while designing any plan.
But often people tend to give wrong
data which proves to be a major
hindrance in accurate root cause
analysis and in making correct
recommendations. In most of the
cases, employees tend to either
underplay or overplay the information
they provide in interviews or while
filling surveys etc. Mostly, the data
available with companies is either in
a bad shape or in different formats
Consultancy in Domain of Human Resource (cont..)
which makes the task of consultants even
more cumbersome.
Post a brief introduction the Super
Consultants team presented their
proposed action plan for effective
coaching and mentoring of each
section of employees at Rama Motors as
explained in below diagram.
Talent Stratification Model Proposed For
Rama Motors Ltd.
The Consultants proposed that for Band 1
employees, Band 2 and Band 3 managers
should be developed as coaches.
Similarly Band 3 and above level
employees be developed as coaches for
Band 2 employees. In essence, the
company should organize train the trainer
schemes with the help of external consult-
ants. For the Unclassified Band, external
coaches should be deployed to coach
employees at top managerial positions.
For top talents, transition coaching could
be adopted to provide cross functional
exposure and expertise.
The Top Management was highly
impressed by the proposed plan. Mr.
Vimal was feeling happy that he had
finally been able to convince them for a
focused strategy & increased budget
allocation for the HR department and for
the first time he was likely to get
approval to hire HR consultants for Rama
Motors.
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My Experience as a Consultant – Winter Intern
Basic question that runs through all
management students (at least few like me)
who have entered any b school is “What is
Consultancy?”, “Who is a Consultant?” and
“What does he do?”
We all agree that any organization is
flooded with their own problems but my
real interest was to find out why they
prefer a consultant to give solutions rather
than finding one on their own.
In the quest of finding the answer to these
questions, I got an opportunity in the form
of winter internship to work as a consultant
for a month in Accenture Business
Consulting, Chennai. One month is not an
ideal duration to learn what a consultant
does, but I felt it would surely help me in
gaining some insight about his functions.
First day in the office, seeing people sitting
silently in their cabin, handling their pc and
phone looks completely different for a
person like me who has worked in a
manufacturing industry. My contact with
my team was yet another different
experience, as we were sitting in two
different locations and communication was
completely guided by mobile and mails.
I was a part of a supply chain consultancy
project for an apparel giant in India. To get
a brief outline of the project, I was given a
document that explains the project, steps
taken so far and plan for steps to be taken
ahead. An overview of the project shows
how an organization trusts its consultant
partner for bringing in a major change to
its place. The project expects a complete
transformation of the organization’s
supply chain that requires industry’s best
practices to be analyzed and
implemented.
Consultancy introduced me to the excel
sheet that runs for million rows and
showed me how variety in a job can be. I
was assigned four different jobs in my four
week stay as intern. It was really amazing
to see number of analyses and
perspectives that are brought in to the
project, “Transformation of Supply chain”
which seemed to be a simple one on
paper.
An organization itself could have found its
own solution as a temporary cure, but for
sustaining you need to know the best
possible way of solving an issue and that is
what exactly a consultant does.
At the end of the month, I could figure out
consultant is the one
1. Who works day in and day out to
resolve his customer’s issues.
2. Who can see his customer’s success as
his own.
Dharun Prasad MBA FT 2013
3. Who can come up with solutions for
a single problem in multiple
perspectives.
4. Who analyses various ways to
prevent the recurrence of customer’s
issue.
A Consultant work for an outside
observer is just providing advice and
consulting, but thought processes that
are put behind each solution and
conveying the same to customer
requires an enormous skill. It allows
you to take calculated risk which you
may miss in many routine jobs.
As I previously pointed, one month is
not a right duration to know the work,
but it helped me in clearing my doubts
and also provided me with varied
knowledge.
With my one month analysis I can say
that, if you can bring new perspective
to already existing management
solution, if you are capable of
communicating it in right way, if you
are able to work towards customer’s
vision and if you are ready for
challenges then consultancy is the right
place to be.
***********
Parivartan ‘12– DMS IIT Delhi’s annual management fest
With, months of hard work about to culmi-
nate in a two day extravaganza on Jan 28 &
29, 2012, the jitters felt by Team Parivartan
– the cultural committee of DMS,IIT Delhi
on the eve of the event were not
unfounded. Come d – day however, all the
jitters proved to be a false sense of
insecurity & doom; Parivartan was a
resounding success! It delivered and how!
Parivartan lived up to its name; almost as
resoundingly as “Poribortan” swept the
fields of Bengal, DMS experienced change.
A breath of fresh air. A distinct, paradoxical
flavour of all things management and not
so management. A celebration of ingenuity.
One big party. An intertwining of learning
and exuberance. The optimism, infectious,
the celebrations, grand, the end result, very
gratifying.
The change was evident right from the out-
set. A wholesome mix of formal & informal
events was just the beginning. The
honorable Director of IIT Delhi, Prof. R
Shevgaonkar, was in attendance for the
opening gala for the first time. He imparted
wise words to the management students in
his humble, trademark speech. Mr. Suneet
Singh Tuli, founder, Datawind Systems, the
creators of the Aakash tablet &the special
guest for the function wowed the
audience with his talk of the work behind
screens for launching the tablet. With such
an auspicious opening, there really
seemed no way this would fail. Saturday
meant all business literally and figuratively
with a variety of case study competitions
under the “Nut Cracker” umbrella testing
the finalists’ acumen in finance, marketing
and operations. Aayodhana – the ultimate
marketing fray, witnessed a bunch of
teams go to battle with great poise and
confidence. One cannot forget “Corporate
Roadies” – where we separate the prover-
bial men from the boys in front of a rather
receptive and vocal audience.
Day 2 was “Funday Sunday” time with a
host of informal events including “Nukkad
Natak”, “B – school got talent” and
“In-quiz-itive”. Aadhaar – the debate
competition on Small and micro industries
kicked the day off, but the biggest crowd
puller was undoubtedly the Salsa
workshop which got the masses moving
and grooving. Corporate Roadies came to
a close with many contestants winning the
hearts of the audience with their all round
performances and cementing their “bond”
status. Gales of laughter ensued as
ex- IITian and serial comedian Nitin Gupta
Karan Kamath MBA FT 2013
a.k.a Rivaldo entertained all
present. It was a spell binding
performance where Rivaldo made the
audience laugh at will, even the
Parivartan co –ordinator not spared
from his sharp humour! The comedy
show gave way to a nice dinner
followed by the rocking DJ nite.
Words cannot really describe the
Parivartan experience. You have to be
there to feel it. The elixir to go on
when you are sapped of all your
energies (ask any Parivartan
organizer). The joy experienced when
an event is successfully executed or
won. The momentary despair when
one has lost. The true success of any
event lies in the little, memorable
moments it gives us. The masti with
friends, a silly joke, a collective of left
footed salsa dancers, wacky pictures,
wackier street plays, the ribbing, the
liberating DJ nite where you danced
your brains out without a care for the
world. Parivartan had a vast collection
of all these good, little moments. It’s
time you joined in the fun. Next Year
again. No excuses. We will be back
bigger and better. Mind it. Be there!
M-health Business plan competition 2012
Proposals to help patients and
physicians communicate and store data,
to address chronic blood supply short-
ages, and to provide individual air-
quality testing received highest honors
at the 2012 IIT m-Health Business Plan
Competition finals.
The event capped a four-month
competition that gave teams of
students from throughout the Indian
Institutes of Technology (IIT) network a
platform to showcase innovative,
financially sound solutions for public
health issues around the world.
First place winners Team MedNext,
second-place Team ABO and third-place
Team Antigens were selected for the
novelty, feasibility, and scalability of their
proposals, and quality of their
presentation skills. Critically, they – and
the dozens of teams who entered the
competition – represent a generation of
young healthcare leaders who bring
promising ingenuity and considerable
education to bear on global health
challenges. You can read more about the
winning proposals below.
In addition to presenting ideas,
student finalists had the opportunity to
network with professors and
executives from Fortune 500
companies with a strong footing in
mobile health (mHealth). A distinguished
panel of health IT leaders generously
donated their time and talent to judge
the competition:
1. Professor SK Jain, HOD, IIT
Department of Management
Studies
2. Prof. MP Gupta, Professor, IIT
Department of Management Studies
3. Prof. SW Kachnowski, Visiting Prof,
IIT Department of Management
Studies; Chair, HIT Lab
4. Mr. Subrata Mukherji, President,
ICICI Foundation
Pranav Baj MBA FT 2013
5. Ms. Padmaja Ruparel, President,
Indian Angel Network
6. Dr. Audie Atienza, Senior Health
Technology Advisor for the U.S.
Department of Health and Hu-
man Services, representing Todd
Park, Chief Technology Officer, HHS,
through video conference.
The Team
Pranav Baj
Gadu Sneha
Mayank Sharma
Kamath Karan
Sajal Agarwal
reyansh
ISSUE FEB 2012
Editorial Board
Department Of Management Studies
Indian Institute Of Technology, Delhi
http://www.dmsiitd.org/