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To focus on new and emerging areas of research and education, Centres of Excellence have been established within the Institute. These ‘virtual' centres draw on resources from its stakeholders, and interact with them to enhance core competencies

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Faculty members at IIMB generate knowledge through cutting-edge research in all functional areas of management that would benefit public and private sector companies, and government and society in general.

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IIMB Management Review

Journal of Indian Institute of Management Bangalore

IIM Bangalore offers Degree-Granting Programmes, a Diploma Programme, Certificate Programmes and Executive Education Programmes and specialised courses in areas such as entrepreneurship and public policy.

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About IIMB

The Indian Institute of Management Bangalore (IIMB) believes in building leaders through holistic, transformative and innovative education

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Ten Commandments for Organisational Renaissance

Volume 14, Number 1 Article by Pritam Singh, Asha Bhandarker March, 2002

Ten Commandments for Organisational Renaissance :

A World Bank report in the mid-90s predicted that India was poised to become an economic superpower. However, unless sustained, strategic and collective efforts are made, and Indian companies reinvent themselves to prepare for the new challenges, India will miss out on this opportunity just as it missed the manufacturing boom of the early 90s. Worldwide experiences have indicated that the old instruments for competitive advantage-better financial and technology management, superior growth and marketing strategies-though important, will not add significant value in the long run without leveraging the collective energy of people. The challenge of corporate transformation therefore lies in effectively managing and mobilising people. Great companies like ABB, 3M, GE, Canon, Motorola, Texas Instruments and Kao, have managed themselves and realigned their growth strategies by treating people as the most valued core of the company.

In times of change and uncertainty, building clarity of purpose and path is an essential leadership task. At this juncture therefore, there is a need to evolve guidelines and directions in the form of commandments which leaders can utilise to build organisations. The biggest contribution of great leaders like Jack Welch, Percy Barnevik, Kaku and Maruta has been to give their organisations a set of commandments that enabled them to initiate corporate renaissance. Pritam Singh and Asha Bhandarker examine the styles and approaches adopted by renaissance leaders of the corporate world to identify the commandments they have given their companies. Keeping in mind the Indian predispositions like clan orientation, hierarchical orientation, emotional orientation and preference for thought over action, they evolve a set of commandments suited to Indian corporates. These include: create a winning vision; integrate with the globe; keep the customer at the centre; nurture intellectual capital; soul of start-up heart of a colossus; prepare for tomorrow today; embrace death; create an ethical organisation; working together; and be phoenix like. The write up on each commandment is followed by a set of questions, aimed at helping leaders critically assess the positioning of their companies on each commandment.

Reprint No 02101