Ifc ppt detailed_october_10_2015

INSTITUTE
for
COMPETITIVENESS,
INDIA
Associated
organizations

About
the
Institute
Institute for Competitiveness, India is an independent, international initiative centred in India, dedicated to enlarging
and disseminating the body of research and knowledge on competition and strategy, pioneered over the last 25 years by
Professor M.E. Porter of the Institute for Strategy and Competitiveness, Harvard Business School (ISC, HBS), USA.
Institute for Competitiveness, India works in affiliation with ISC, HBS, USA to offer academic & executive courses,
conduct indigenous research and provide advisory services to corporate and Government within the country. The
institute studies competition and its implications for company strategy; the competitiveness of nations, regions & cities;
suggests and provides solutions for social problems. The Institute brings out India City Competitiveness Report, India
State Competitiveness Report, Sustainability Report, Liveabbility Report, Competitiveness of Indian Industry,
Undertsansing the Creative Economy of Indian States, Journal of Competitiveness and funds academic research in the
area of strategy & competitiveness. To knowmore about the institute write to us at info@competitiveness.in.

Affiliations/Associations
The
institute
is
having
a
number
of
prestigious
affiliations
and
has
worked
with
number
of
national
and
international

organizations
of
repute
in
the
past.
The
institute
is
affiliated
to/
is
a
partner
with
the
following:

• The
Institute
for
Strategy
and
Competitiveness
(ISC,
HBS)
at
Harvard
Business
School.
It
is
mentioned
as
a
Baker
Library

Resource
at
the
Harvard
Business
School
• Martin
Prosperity
Institute,
of
the
Rotman School
of
Management
at
the
University
of
Toronto.
The
institute
has

collaborated
with
them
on
researching
aspects
of
the
creative
economy
and
has
come
up
with
two
reports
pertaining
to

the
same
• One
of
the
partners
on
UNCTAD’s
Research
Partnership
Platform
on
Competition
and
Consumer
Protection
• Global
Federation
of
Competitiveness
Councils (GFCC)
• US
Council
on
Competitiveness
and
is
working
towards
creation
of
the
India
Council
on
Competitiveness
• Exclusive
Regional
Partner
of
the
Shared
Value
Initiative
• Works
in
collaboration
with
the
Netherlands
Center
for
Competitiveness
• Also
works
in
conjunction
with
Thinkers50,
London
and
has
created
Thinkers50,
India
• Working
with
the
Global
Healthcare
Delivery
project
at
Harvard
University
• A
TCI
organizational
member

Agenda
Management Summary
Theoreticaland Practical Relevance
Activity Portfolio
Methodological Approach of Institute for Competitiveness
Support the Institute
Future Plans
Associates & Partners

Management
Summary
1.
Background
§ India has a complex culture, influenced by diverse philosophies and beliefs. In order to understand business in India,
one needs to have in-‐depth information and hands-‐on practical tips and solutions.
§ Based on the research Michael E. Porter has pioneered, IFC studies competition and its implications for company
strategy and provides solutions to the corporateand government within the country, for the country.
2.
Conception
§ Institute for Competitiveness, India is the Indian knot in the global network of the Institute for Strategy and
Competitiveness at Harvard Business School.
§ Publishing Research Reports and case studies, undergoing executive education program, as well as initiatives, projects,
and events in diverse sectors.
§ In partnership with Young Global Leader (YGL), members of the World Economic Forum,working on “Table for two”.
3.
Portfolio
• India City Competitiveness Report, India State Competitiveness Report and Journal of Competitiveness.
• Microeconomics Of Competitiveness, a Harvard Course for companies and public institutions. All participants are
allowed a two week online access to the corpus of related material and videos at the official Harvard Business School
website, http://isites.hbs.edu
• Advising companies, government and the public sector policy makers on the latest industrial trends and supporting
theoretical concepts.

Approach
on
Competitive
Strategy
Michael
E.
Porter
Author,
Management
Consultant
“ Sound strategy starts with having the right goal ”
– Michael Porter
The Institute for Competitiveness, India is a step towards extending and
disseminating the research pioneered by Michael E. Porter, Bishop William Lawrence
University Professor, who studies competition and its implications for company
strategy. The elements of the research include the competitiveness of nations,
regions and cities and solutions to social problems.
The research and the advisory projects of the Institute are grounded in the
theoretical constructs of the Diamond Model, the Five forces Analysis and the Value
Chain, some of which include City Competitiveness Report, State Competitiveness
Report, Rannya (Strategy Game) and Demystify Strategy (Strategy Book).

Competitiveness
in
India
Innovative Capacity >> Productivity >> Prosperity
Institute for Competitiveness, India aims to inspire and initiate development, innovation, and competitiveness in the
Indian policy formulation. The objective of the Institute is to enthuse the practices and culture of the geographical
divisions of India for the summated prosperity of the nation.
The strategic reformation and reformulation of the Indian policy structure needs a base in competitive efficiency and
opulence and IFC answers the call of the economic and social organizations and enterprises engaged in realizing India’s
growth story towards sustained development.
Competitiveness needs to exist at every level and Institute for Competitiveness, India encourages the bottom up
approach in summating the competitiveness of sub-‐regions to truly enhance the prospects of the region as a whole.
Large economies must not behave like a blundering giant but rather a cooperative series of smaller economies. The
responsibility and the accountability of the nation resides at each regional level.

Building
Competitiveness
Microeconomic
competitiveness
is
the
result
of
a
reinforcing
set
of
qualities
across
all
diamond
dimensions.
Competitiveness upgrading requires disproportional improvements of qualities that are currently critical rather
than across the board improvements.
§ Focus on bottlenecks within a given value proposition
§ Simultaneous changes in multiple dimensions to enhance or substitute the value proposition (mode of
competing) of the region
Microeconomics
Competitiveness:
The
Diamond
(Understanding
Business
Environment)
Context
for
Firm

Strategy
and
Rivalry
Related
and
Supporting

Industries
Factor

Conditions
Demand
Conditions
National:

Capital
market

conditions
Regional:
Local

public
education

system;

university
assets
Regional:
Breadth
of
regional
economy;

Institute
for
Collaborations
National:

Environmental

regulation;

consumer
rights

legislation
Regional:
State

consumer

protection
laws
National:
Intellectual
property
legislation,
antitrust
policy
Regional:
State
tax
policy

Institute
for
Competitiveness:
Mission
Facilitator,
knowledge
partner
and
consultant
for
governments
and
industries
in
pursuit
of
global

competitiveness.
§ Extend the competitiveness agenda across the spectrum of firms, industries, regions and nations
§ Offer powerful neutral, current data analysis on competitiveness
§ Study competition and its implications for company strategy; the competitiveness of nations, regions and
cities; and solutions to social problems
§ Disseminate competitiveness as a concept and tool on a global basis to academia, industry and government
§ Attain prosperity found in competitiveness across industries and governance

What
we
present
§ An integratedindex grounded in academic research and measured through hard data
§ Concentrate our work on understanding determinants of productivity that a state economy can
sustain
§ Provide insights for firms and policy makers
§ Present ideas and evidence on how business environment has an impact on productivity of
companies
§ Capturing basic insights about stateperformance

Executive
Training
-‐ Microeconomics
of
Competitiveness

-‐ Redefining
Healthcare
-‐ “Rannya”
based
on
“What
is
Strategy”
by
Michael
E.
Porter

-‐ Doing
business
in
India
Research
&
Reports
-‐ City
Competitiveness
Report -‐ Journal
of
Competitiveness
-‐ State
Competitiveness
Report -‐ Liveability
Index
-‐ Sustainable
Competitiveness
Report
-‐ Creative
Economy
-‐ Manufacturing
Competitiveness -‐ India
Competitiveness
Advisory
For
Government

For
Industry
-‐ Attracting
investments

-‐ Industry
analysis
-‐ Building
competitive
roadmaps
for
nations,
states
&
cities

-‐ Value
Chain
Analysis
-‐ India
Strategy
Annual
Events
&
Awards
-‐ State
Competitiveness
Awards

-‐ Shared
Value
Summit
-‐ Porter
Prize

-‐ India’s
National
Competitiveness
Forum
-‐ Thinkers50
India -‐ Best
City
Awards
-‐
Speaking
Engagement
-‐ Doing
Business
in
India
and
entry
strategy

-‐ Competitiveness
of
nations
-‐ Key
strategies
in
building
a
competitive
-‐ Strategy
and
Competitiveness
economy
for
developing
countries
ACTIVITY
PORTFOLIO
OF THE
INSTITUTE

Knowledge
Generation:
Reports
Sustainable competitiveness is the measure of responsible trade growth that also focuses on the impact of businesses of
environmental and social aspects. It evaluates how businesses are able to grow sustainably without exploiting the
environment and natural resources, and focuses on reducing wastages and keeping inefficiencies to the minimum, preserving
bio-‐diversity and creatingan ecosystemwhereall can survive.
An analysis on the Indian cities and the businessopportunities offered by the creamof the India economic stream. It proposes
policy faultsand suggestionsfor thegovernanceand theconcerned people.
The Liveability Index identifies the areas where progress is being made and brings forth the areas where we need to be
vigilant and allocate resources to achieve balanced development. The mission of the index is to measure significant drivers of
the health and wealth of the community beyond justthemonetary value.
Liveability
Index
The India State Competitiveness Report tenders information on the economic and administrative affairs of the Indian states
while presenting a perspective on potential and flaws of these regions. A comprehensive study for the business opportunity
to blossom and its impact on the industrial growth and sustainability of the region allowing the policy makers to acquire
acumen in state and national performances.
City
Competitiveness
Report
Sustainable
Competitiveness
Report
State
Competitiveness
Report

Knowledge
Generation:
Reports
This report measures the Creativity Index which is a combination of regional levels of Technology, Talent, and Tolerance (the
3Ts) that is meant to be a leading indicator or measure of regional potential for the 28 Indian States and 7 Union Territories.
The report presents both the component sub-‐indices of the Creativity Index and other, related measures for regional
technology,talent,and tolerance.
Understanding
the
Creative
Economy
in
India

Manufacturing Competitiveness defines and elaborates on the manufacturing landscape in India. The report seeks to study
policy, analyze data and bring out crucial insights about the manufacturing sector in India. This could also serve as a tool
albeit a rudimentary oneto gain accessvariousstatelevel initiativesof the differentstategovernmentsin India.
Understanding
the
Creative
Economy
in
India’s
Cities

The report sheds light on competitiveness and prosperity of India’s 50 cities. This report follows up on earlier report that
focused on the creative economy of India’s States and Union Territories. For India’s cities a 3Ts approach would mean
enhancing the talent of its residents in order to develop the businesses and industries of tomorrow; investing in the
infrastructure required to mobilize more innovation and economic growth; and recognizing the importance of openness and
diversity in growingeconomicadvantage.
Manufacturing
Competitiveness
Report

India
City
Competitiveness
Report
The
four
dimensions
of
the
diamond
model
followed
are:
1.
Factor
Conditions
– Markets,
Infrastructure,
Education
&
Knowledge
creation
and
Quality
of
life
and
Livability.

2.
Demand
Conditions
– Basic
Demographics,
Income
distribution,
spending
pattern
3.
Context
for
Strategy
&
Rivalry
– Incentives,
Competition
Intensity,
Business
Complexity
4.
Supporting
Industries
&
Institutions
-‐ Diversity
of
firms,
Business
Sophistication
and
Business
Costs.
As
per
the
microeconomic
approach
to
competitiveness,
weights
are
allocated
to
sub-‐factors
leading
to
competitiveness.
Ins0tute!for!Compe00veness,!India!
27!
Urbaniza$on( India City Competitiveness Report 2011

A
Glance:
India
City
Competitiveness
Report
2014
§ The
annual
publication
of
Institute
of
Competitiveness,
India
City
Competitiveness
Report
2014
was
released
at
a
time
when

the
Indian
economy
was
witnessing
a
turnaround
§ It
is
a
structural
process
to
understand
the
cities
and
identify
the
most
competitive
among
them
highlighting
their
unique

characteristics
and
details
of
their
success
agenda
§ According
to
the
city
competitiveness
index,
Delhi is
the
most
competitive
city
in
the
country.
It
secured
the
title
fifth
time
in
a

row
§ Mumbai is
stable
at
the
second
rank
since
2011.
Gurgaon and
Noida jumped
upwards
three
positions
to
take
the
3rd
and
4th

rank
§ No
major
changes
were
noted
in
the
ranking
of
the
50
Indian
cities
apart
from
few
wherein
cities
such
as,
Faridabadand
Kochi

have
moved
up
and
cities
such
as
Indore
and

Raipur,
Meerut
have
dropped
from
their
previous
year
position
on
the
index

§ A
comprehensive
plan that
interweaves
economic
vision
with
strong
governance
structure
depending
upon
their
potential

should
be
formulated
and
strategically
push
the
growth
graph
of
the
country
in
the
positive
direction

A
Glance:
India
City
Competitiveness
Report
2013
§ 6th
edition
of
the
series
was
launched
in
November
2013
§ Puducherry
was
replaced
by
Kota
§ The
report
deeply
studies,
understands
and
highlights
the
strong
and
weak
areas
of
these
cities
via
its
city
competitiveness

index
§ According
to
the
city
competitiveness
index,
Delhi is
the
most
competitive
city
in
the
country.

§ Some
of
cities
like
Kochi,
Surat,
Nashik,
Jaipur
and
Indore
have
performed
well
on
the
city
competitiveness
index
and
are
fast

running
upwards
on
the
index.

§ it
also
underlines
the
steps
required
to
redefine
the
future
of
the
Indian
cities.

A
Glance:
India
City
Competitiveness
Report
2012
§ Released
on

July
11,
2012
at
the
India-‐Singapore
Forum
2012
at
Taj
Palace,
New
Delhi
§ 5th
edition
of
the
series
§ It
is
being
improved
every
year
§ It
is
widely
getting
popular
in
the
masses
in
order
to
search
for
the
competitiveness
of
individual
cities
§ Goa
was
replaced
by
Raipur
§ Editors
were
Dr.
Amit
Kapoor
and
Mr.
Johnson
Paul
§ Contributors
include
dignitaries
such
as
Dr.
Christian
Ketels,
Gordon
Feller,
Sam
Miller,
Susan
Zielinski
etc.
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by
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Weak monsoon in state,
K’taka worrisome: Pawar
Union agriculture minister Sharad Pawar
on Wednesday said the monsoon situation
in Maharashtra and Karnataka was
worrisome. The two states have received
scanty rains so far and the situation has
not improved to the satisfactory level, he
said. He added that there was a cause of
concern about coarse cereals (bajra,
jowar and maize) production and drinking
water supply in the two states. ● page 7
`2,685-cr package for
drought-hit areas in state
The state government has anticipated a
bleak situation in view of the scanty
rainfall in the state and announced a
Rs2,685-crore package for relief, irrigation
and agriculture-related projects in
drought-hit areas. ● page 6
SHORT STORIES
DNA Correspondent ● PUNE
A 50-year-old woman succumbed to
suspected H1N1 infection late on Tues-
day night. Swab reports sent to National
Institute of Virology (NIV) are awaited
but if confirmed positive, it would make
her the first victim of H1N1 influenza
infectionthismonth.Thepatientdiedat
Bharati Hospital of septic shock with
bilateral pneumonia due to suspected
H1N1 influenza.
Dr ST Pardeshi, acting chief medical
officer of Pune Municipal Corporation,
said that the woman hails from Mor-
wadi area in Bhor Taluka. “She was ad-
mitted on Tuesday around 9.30pm and
since she showed symptoms similar to
swineflu,herthroatswabsampleswere
taken. However, she died just after mid-
night before lab reports could confirm
the diagnosis,” he said.
While in June, just one patient had
tested positive, the first ten days of July
have seen six positive cases so far, in-
cluding an NIV employee.
50-yr-old woman
succumbs to
suspected H1N1
Manasi Saraf Joshi ● PUNE
Noida, a city with close proximity to
the capital, is giving tough competi-
tion to the metros. But Pune, which
had very high potential and was sup-
posed to give the metros a run for
their money, is going down as far as
competitiveness is concerned.
Thecityhasslippedfrombeingthe
no. 4 in the country to no. 9, says a
latestreportcompiledbytheInstitute
for Competitiveness (IFC) that con-
ducts studies in this area for use by
businesses and governments. It has
scored 59.85% as against 64.27% last
year.
New Delhi has emerged as the
most competitive city in the country
for the third straight time with the
commercialhubof Mumbairetaining
the second spot.
Chennai, Hyderabad and Kolkata,
in that order, make up the top five in
rankings.
The fifth edition of the report is
based on “Diamond Model” that has
been established by celebrated man-
agementguru,MichaelEPorter,Bish-
op William Lawrance University Pro-
fessor, based at Harvard Business
School.
AnkitaGarg,seniorresearcherwith
the IFC, told DNA that Porter’s model
is founded on four pillars — the factor
conditions, demand conditions, con-
text for strategy and rivalry, and the
quality of supporting and related in-
dustries. These are further divided
into12sub-pillarstogiveinformation
on 50 top cities.
“Forpreparingthelist,theIFCtakes
help from government reports, pub-
Despitepotential,Pune
slipsincompetition
Delhi most competitive, city goes down 5 notches: report
THREE STUDENTS KILLED IN KASHMIR TRAGEDY
Three students and a teacher were killed and 30 injured when a school bus carrying them fell into a gorge near Tangmarg in Baramulla district,
Kashmir, on Wednesday. The students were on their way to Gulmarg for an excursion when the driver lost control —PTI
Sandeep Pai ● MUMBAI
There is nothing private about your tel-
ephone calls. For, Sebi has been tracking
your calls for the past five years without
the government’s permission.
The reason? The Securities and Ex-
changeBoardof Indiafeelsthereisnoth-
ing wrong with obtaining call records
data (CDR), even if it amounts to breach
of privacy.
So, every call you make, Sebi will be
watching you to “prevent stock exchange
frauds”.Youareofcoursenotalone.Com-
panies too are under the Sebi scanner.
Documents with DNA show the cen-
tralgovernmenthasdeniedSebipermis-
sion on numerous occasions.
Copies of correspondence between
Sebi and the home and finance minis-
triesfrom2008to2010showSebi’sdes-
peration to be included in the list of law
enforcement agencies, which are au-
thorised to seek CDR from licenced ser-
vice providers.
Both ministries have clearly refused
Sebi. But Sebi is unwilling to give up eas-
ily. Recently, the regulatory body’s chair-
man sought permission, citing how im-
portantitwastotrackcallsinconnection
with stock frauds. Though permission
wasdenied,Sebicontinuedtopressurise
telecom service providers (TSP).
DNA has a copy of a letter, dated April
12, 2012, by Amit Kumar Chauhan, as-
sistantdirectorgeneral,telecomenforce-
ment resources & monitoring cell, to the
Sebi chairman, which says: “It has been
brought to the notice of this office that
CDRsarebeingobtainedbySebifromthe
TSPs from time to time. It is therefore
requested to provide details of the CDRs
obtained...fromJanuary2006onwards...”
The agencies, which are authorised to
obtain CDRs, are: the director general or
the commissioner of police at the state
level;theIB;theDGof thenarcoticscon-
trol bureau; the DGs of the enforcement
and the revenue intelligence directo-
rates; the DG of the central economic
intelligence bureau; the DGs of the CBI;
thenationalinvestigationagency;mem-
ber(investigation)ofthecentralboardof
directtaxes;andthedirectorateof signal
intelligence under the defence ministry
for J&K, the North-east and Assam.
● Turn to p6
Sebi knows whom
you’re calling, why
Govthasnotgivenpermission,butregulatorybody
keeps tabs on people ostensibly to prevent fraud
Sudhir Shetty
IRREGULAR Manjul
The minister has invited me for two press
conferences. First, to issue a statement and
second, to issue a denial
Slowdown
fear forces
firms to go
slow on hiring
Kiran Dahitule ● PUNE
The city’s major job providing
sectors have started feeling the
jitters of global economic slow-
down.
If a study by naukri.com is to
be believed, sectors such as
construction, insurance and In-
formation Technology Enabled
Services (ITES) are going slow
on their hiring plans. Instead,
they have now opted for the
system of “selective hiring”.
The IT sector, which is the
largest employer of skilled
workforce in the city, has also
cut down on their hiring plans.
Even lateral appointments
across the companies have al-
most been brought to a halt.
This has resulted in the overall
job index of Pune dipping over
the last few months.
“Selective hiring is happen-
ing across sectors now. Howev-
er, the next few months will be
challenging for the overall re-
cruitment market in India,”

§ The State Competitiveness Report analyses and grades competitiveness of Indian States using a well-‐defined
conceptual structure and theoretical construct backed by a rigorousstatistical methodology.
§ Providing a better view of shortcoming of states as they need to take into consideration all issues at the micro and
macro-‐economic level.
§ Gauging the states as potential investment avenues and providea perspective on expected returns.
§ Uses the Porter’s Diamond as its core structure and is inspired by the World Economic Forum’s framework on
national competitiveness.
§ The
report
incorporates
hard
data
rather
than
soft
data
such
as
executive
opinion
surveys,
etc.,
which
might

introduce
sampling
errors
and
bias.

§ The
hard
data
allows
a
more
current
assessment
of
competitiveness
ranking
with
mapping
of
incremental
or

quantum
changes
in
values
of
input
indicators.

§ From
an
execution
and
policy
formulation
perspective,
this
approach
provides
clarity
to
the
choice
of
relatively

important
indicators;
a
virtual
Pole
Star
for
those
keen
to
enhance
competitiveness.
State
Competitiveness
Report

• India
in
order
to
grow,
must
look
at
the
states
for
growth.
• States
must
look
at
creating
an
economic
strategy
that
is
based
on
a
unique
state
value
proposition
which

factors
in
its
resources,
institutions
and
economic
geography.
A
state
envisioning
exercise
is
a
must
for
states

to
devise
a
sound
economic
strategy.
• States
must
focus
on
Positive
sum
competition
instead
of
Zero
sum
competition.
• States
must
foster
an
ecosystem
that
enables
development
of
innovative
firms
that
help
them
compete
with

the
big
GDP
hotspots
in
the
world.
• Focus
must
be
laid
on
access
to
information,
credit,
infrastructure,
education
and
health
for
productivity
and

economic
growth
across
states.
• States
must
ensure
ease
of
doing
business
(where
most
states
are
lacking
in
India)
and
leverage
private
sector

activity
in
solving
societal
• problems.
• State
must
change
acts
and
laws
that
are
detrimental
to
their
overall
growth
and
competitiveness.
State
Competitiveness
Report
2015

Winners
of
the
State
Competitiveness
Awards
2015

§ State Competitiveness Report 2014 draws from the observed trend of competition within states which have helped
them grow
§ The report studies competitiveness at a sub national perspective in India and aims to do a comparison of Indian
states which will be helpful for policymakers, businesses and investors to form an informed opinion in general about
India and its constituent states
§ It studies the diversity of resources, and means of production as well as the consumers that help a state become
competitive in India and aggregates into a state competitiveness Index
§ The states are categorized according to their level of development: North Eastern Economies, Factor Driven
Economies, Changeover/Evolving Economies, Investment Driven Economies, Transition Economies, Innovation Driven
Economies and City-‐states
§ Goa and Delhi are great performers in the city-‐states category
§ The reporthas the objective analyze Indian states and give recommendations for making them more prosperous
State
Competitiveness
Report
2014

§ One of the most definitive indices for tracking the development of individual states
§ The State Competitiveness Report provides insights into the determinants of competitiveness for states and
policymaking bodies, discerning their flaws and showcasing potential
§ On its basis, Most Competitive States 2013 event were organized on June 26, 2013 to recognize the contribution that
variousstates in India are making to economic development and growth of the country.
§ Hon’ble Shri M Hamid Ansari,Vice President of India was the chief guest for the evening
State
Competitiveness
Report
2013

Winners
of
India’s
Most
Competitive
State
2013
Awards
Delhi Goa
Maharashtra Gujarat

Winners
of
India’s
Most
Competitive
State
2013
Awards
Haryana Andhra
Pradesh
Madhya
Pradesh Bihar

§ Measures and ranksstates in India on those competitiveness dimensions that is vital for the Indian Economy.
§ Provide information pertaining to the states and about the level of prosperity in comparison to the other states
within the country.
§ On its basis, Most Competitive States 2012 event was organized wherein those Indian States were rewarded who
showcased a high performance and growth rate.
§ The reportwas inaugurated at the same event
§ The awards were first of its kind that were celebrating the achievement of winning states.
State
Competitiveness
Report
2012
!
!
THE$INDIA$STATE$COMPETITIVENESS$REPORT$2012$
!
1!$
!
!
!
!
!
!
!
!
!
!
!
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!
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!
!!!!!!!!!!!!!!!!!!!
!!!!!!!!!!!!!!!!!!!!!!!! !
!
The!India!State!Competitiveness!Report!2012!

Winners
of
India’s
Most
Competitive
State
2012
Awards
Delhi
– Most
Competitive
city
States Haryana
– Most
Innovation
driven
Economies
Punjab
– Most
Competitive
Transition
Economies Bihar
– Most
Emerging
Economy

First
report
of
the
series
which
focuses
on
Indian
States
§ It
was
released
on
April
3,
2013
at
the
India
Innovation
Journey
at
The
Leela Kempinski,
Gurgaon
§ Measures
the
Creativity
Index
which
is
a
combination
of
regional
levels
of
Technology,
Talent,
and
Tolerance

(the
3Ts)
that
is
meant
to
be
a
leading
indicator
or
measure
of
regional
potential
for
the
28
Indian
States
and
7

Union
Territories.

§ The
report
presents
both
the
component
sub-‐indices
of
the
Creativity
Index
and
other,
related
measures
for

regional
technology,
talent,
and
tolerance.
Understanding
the
Creative
Economy
of
India

Understanding
the
Creative
Economy
in
India’s
Cities
§ Supported
by
CHD
Developers
§ Focus
on
competitiveness
and
prosperity
of
India’s
50
cities
§ Applies
the
innovative
framework
of
Creative
Capital
theory
and
explores
the
presence
of
the
3Ts
§ The
overall
Creativity
Index
combines
the
individual
3Ts,
Tolerance,
Talent
and
Technology,
and
the
regional
patterns

that
emerge
within
each
of
the
individual
T
analysis
§ The
six
major
Tier-‐I
cities
of
Bengaluru,
Chennai,
Delhi,
Hyderabad,
Mumbai
and
Kolkata,
along
with
the
Tier-‐II
cities

of
Thiruvananthapuram
and
Kozhikode
in
Kerala,
Guwahati
in
Assam,
and
Chandigarh
make
up
the
Top
10
Indian

cities
on
the
Tolerance
Index,
followed
by
Kochi
in
Kerala
ranking
11th.

§ Establishing
an
approach
to
economic
development
that
centers
on
creativity
will
help
India’s
cities
to
transform
and

grow
their
urban
economies
and
generate
future
prosperity
§ Supported
by
CHD
Developers

Knowledge
Generation:
Journal
and
Publications
A Journal promoting the work done on Competitiveness by the government, academia and practitioners. The Journal
proposes to extend the research pioneered in the area of competitiveness and disseminating it to scholars and practitioners
at a global level.
Journal
of
Competitiveness
India
Competitiveness
Report
India Competitiveness Report is an analysis of the Indian economy from the viewpoint of Competitiveness. The report covers
different sectors of the economy with in-‐depth and analyses to showcase variousaspects of the Indian economy.

Knowledge
Generation:
Cases
It centers around the CSR activities of PepsiCo and how their vision and actions in real are influencing the society to bring
about the required change.
The case focuses on the financial losses that the Indian Flour mill Industry was undergoing due to the change in food habits,
increasing competition etc. The case provide solutions through a holistic approach and also look into the aspect of
competitiveness of the industry at the different level.
The case study talks about the vital issue of “water” and it’s the concerns related to it with respect to the operations of the
company.
PepsiCo-‐ The
Corporate
Citizen
Indian
Flour
Mill
PepsiCo-‐ India’s
Window
of
Opportunity
redBus:
The
Next
Step
for
Growth
This case examines the evolution of the company's business model and considers redBus's next growth step. redBus has
enjoyed tremendous success in the structurally unattractive, fragmented, and non transparent market for private bus travel
bookings by introducing a technology platform to bridge the supply-‐demand gap in real-‐time.

Knowledge
Generation:
Cases
The case focuses on Diversey, a leading global brand in the business-‐to-‐business cleaning industry. The case provides an
opportunity to analyze the current strategy and identify the best alternatives for Diversey to move forward with its growth
objectives.
Boond was in the business of providing lighting solutions to the low-‐income population in rural India. By 2013, it had created
a network of four hubs (energy centers) and impacted the lives of more than 50,000 people across two states in India
through its solar energy systems. The case is designed to illustrate the challenges faced by, and the strategic choices made
by, self-‐sustainable social enterprises targeting the primary needs of the low-‐income segment livingin rural locations.
Diversey
in
India:
The
Growth
Challenges
and
Options
Boond:
Enabling
access
to
energy
solutions
for
the
rural
India

Publications:
Journal
of
Competitiveness
A Journal promoting the work done on Competitiveness by the government,
academia and practitioners. The Journal proposes to extend the research
pioneered in the area of competitiveness and disseminating it to scholars and
practitioners at a global level.
§ Latest
findings
from
the
market
research
and
Industry
analysis
along
with

the
companies’
performance
§ Enterprise
Strategy
used
for
success,
quoting
examples
from
the
industry
§ Competitiveness
at
global
and
national
level
§ Theoretical
concepts
with
practical
relevance
Published twice an year, subscription can be taken online and one can get the
special issues published once a year.
Articles
will
include
the
work
done
on
competitiveness
worldwide
and
its
benefit
for
the
economic
and
social
welfare
of

Indian
Economy.

India
Competitiveness
Report
Institute
for
Competitiveness,
India
via
this
report
is
trying
to
find
out
the
various
factors
which
are
affecting
the
India’s
competitiveness

in
global
economy.
§ Understand the drivers of India’s Competitiveness and some of the major challenges that Indian economy will face infuture
§ On state level, will provide insight in various initiatives taken by state government that have led to high growth in their
manufacturing sector
§ Identify the various factors that affect the manufacturing competitiveness of the state
§ Suggest policy imperatives toincrease the ease of doing business in the manufacturing sector
§ Classifystates intheir different stages of development in manufacturing
§ Come out witha robust strategyplanto improve their manufacturing competitiveness
An
Initiative
Towards
Enhancing
India’s
Prosperity

Executive
Training
Strategy
and
Competition
Helps business leaders cope with challenges emanating from the dynamics of fast morphing environment. Course focuses on
understanding longterm success of business organizations by identifying and analyzing past and currentstrategies.
Under the leadership of Professor Michael Porter, Harvard Business School. Determinants of competitiveness and successful
economic development viewed from a bottom-‐up, microeconomic perspective. Competitiveness of firms, clusters, sub
national units and entire economies; training future business leaders in competitiveness concepts. The original course
material disbursed at Harvard Business School is given to the participants. All participants are allowed a two week online
access to the corpus of related material and videos at the official Harvard Business School website, http://isites.hbs.edu
§ Focus
on
influencing
factors,
concepts,
and
tools
to
build
up
regional
and
national
competitive
advantages.
§ Since
2006,
the
IFC
has
been
part
of
the
MOC-‐Network
and
has
integrated
the
course
into
its
Master
Program
India
Immersion
Program
India
is
projected
as
one
of
the
leading
countries
in
the
awakening
of
the
economic
potential.
This
program
gives
an
insight

into
the
various
business
opportunities
that
lie
in
India,
the
challenges
and
ways
to
overcome
them.
It
will
be
beneficial
to
people
who
are:

§ Considering
doing
business
in
India
§ Establishing
a
network
of
Indian
suppliers
§ Outsourcing
your
customer
service,
back
office
or
tech
support
to
India
Microeconomics
of
Competitiveness

Strategy
and
Competition
The
companies
imbibe
the
strategy
to
gain
competitive
advantage
over
other
firms.
§ The program is aimed at building leadership capacity in India by imparting powerful and practical knowledge in a key
discipline.
§ It will cut through jargon and unnecessary theory, and will impart what you really need to know about strategy. It is
devised by experts who will tell what really works and how to do it.
§ The programsteers the participants away from the plans that are never implemented.
§ Instead, the training on strategy will provide practical skills one needs as a leader, to understand and deploy a ‘living’
strategy framework that can help transformthe organization.
§ The course is designed for Indian context and will impart techniques and methods that are proven in India
§ It is aimed squarely at business leaders from leading corporations and will impart the knowledge and skills to guide their
organizations to a new level
§ The profitability of the company is affected by the structure of the industry in which it competes. When there is a change
in some external factors, companies can be helped to shape industry structure according to their convenience rather than
passively reacting to it
§ For a diversified company, it helps in devising an overall strategy and the ways in which strategies of individual units
should be coordinated and integrated
§ The obligation of a social enterprise is to create social value. Our executive course can provide a strategic focus to a non-‐
profit organization which can help it to frame the choices like to determine for whom, how, and with whom an
organization should serve to most optimally create the social value

Microeconomics
of
Competitiveness
§ This course focuses on the determinants of competitiveness and economic development viewed from a bottom up,
microeconomic perspective.
§ It covers both developing and advanced economies, and addresses competitiveness at the level of nations, states or
cities within nations, clusters, and groups of neighboring countries. A major theme of the course is that
competitiveness and economic development is affected by policies at all these levels.
§ The course is not only concerned with government policy but also with the roles of business, universities, and other
institutions in competitiveness.
§ MOC has an interactive platform with Internet-‐delivered materials and a wide range of multimedia features.
§ It will be administered by Institute for Competitiveness, India in partnership with the Harvard Institute for Strategy
and Competitiveness headed by Michael E. Porter.http://www.isc.hbs.edu/MOC_universities.htm

Participating
Universities
in
MOC
Network

Sites
in
MOC
-‐ Network
The
‘Institute
for
Competitiveness
‘as
the
Indian
hub
in
the
global
MOC
-‐ Network
New
York
Germany
Egypt
Australia

2013
MOC
Impact
Report

Certified
Strategy
Professional
Especially
designed
for
the
professionals
who
work
in
the
area
of
strategy,
focuses
on
understanding
the

long-‐term
success
of
the
business
organization
§ The
course
will
help
to
understand
the
fundamental
concepts
of
strategy
§ The
focus
is
not
just
on
designing
strategic
plan
but
also
on
how
to
evaluate
alternate
business
and
corporate
strategies

etc.
§ Developing
habits
of
orderly,
analytical
thinking
and
skill
in
reporting
conclusions
effectively
in
written
and
oral
form
§ Successful
completion
of
the
course
will
give
you
the
title
of
“Certified
Strategy
Professional”
§ Special
attention
is
paid
to
competitive
positioning;
understanding
comparative
costs;
and
addressing
issues
such
as

internationalization
etc.
during
the
course
§ The
strategy
professional
course
covers
all
the
vital
components
of
strategy,
which
are
required
to
become
a
competent

strategy
professional
The
program
(virtual
classroom
created
online)
is
a
mix
of
Harvard
Business
School
material
and
cases
studies
with
Indian

and
International
touch

Global
Health
Delivery
Helps
to
understand
the
real
time
issues
of
healthcare
delivery
and
deals
with
the
practical
solutions
for
the
same
at
the

front
lines
of
healthcare
delivery
§ Global Health Delivery is a course administered by Institute for Competitiveness
§ It will provide a deeper hold on how front-‐line healthcare enterprises and the low-‐income communities can benefit from
field-‐tested approaches that are discovered by business management and system science.
§ Focus
on
business
models
that
will
help
to
gain
knowledge
pertaining
to
the
apt
operations,
strategy
required
and
design

structure
required
to
deliver
the
needed
healthcare
in
resource-‐limited
environment.
§ The
course
will
be
an
interactive
platform
wherein
the
participants
will
get
an
opportunity
to
deal
and
understand
some

actual
problems
beyond
the
boundaries
of
the
classroom.
Conducted
in
association
with
the
Global
Health
Delivery
Online
(GHDonline),
a
product
of
the
Global
Health
Delivery

Project
whose
founding
collaborators
are
Harvard
Medical
School,
Brigham
and
Women’s
Hospital.

Value
Based
Healthcare
Delivery
A
step
forward
from
the
Michael
Porter’s
work,
“Redefining
Health
Care”,
that
focuses
on
the
application
of
the
principles

of
value-‐based
health
care
delivery
in
actual.
§ The course will provideminute details about the value based healthcare delivery practices fromIndian perspective.
§ Provide details about how to organize the Integrated Practice Units (IPUs) that are shaped around patient medical
conditions, integrate the health care delivery across separate facilities and build an information technology platform
§ Answers question such as How to design a health care system that dramatically improves patient value etc.
§ Focus not just on the incremental improvements but on significant improvement that is fundamental in restructuring the
healthcare delivery
The
course
has
been
in
sync
with
the
Health
Care
Delivery
Curriculum
that
is
being
taught
by
Professor
Michael
E.
Porter
at

Harvard
Business
School.

Advisory
Institute
for
Competitiveness
aims
at
providing
constructive
professional
consultancy
and
help

companies
find
a
firm
and
competitive
base.

Some of the projects that we envisage and would actively solicit would be:
§ Advisory Services to the foreign entrants in the Indian market
§ Helping with Business Models: Industry Analysis and Predicting Industry Transformation, Value Chain Analysis and
Defining Competitive Advantage for the Future
§ Helping state governments in formulating policies for attracting FDI into states
§ Regulatory Analysis and Policy Framework Suggestions
§ Building Visions for Enterprises & Strategy Formulation
§ Building Competitive Roadmaps for Nations, States, Cities or Firms

Events
Annual Events:
• Most Competitive State Awards in September 2015
• Porter Prize 2015 in September 2015
• India’s National Competitiveness Forum in September 2015
• Sustainability Summit in May 2015
• Best City Awards in March 2015
• The PSU Awards in November 2014
• Porter Prize in September 2014
• National Competitiveness Forum in September 2014
• Best City Awards in March 2014
• Porter Prize 2013 in October 2013
• Thinkers50 India event in August 2013
• The PSU Awards in July 2013
• State Competitiveness Awards 2013 in June
• Competitiveness Forum: An India Innovation Journey in May 2013
• Asia Competitiveness Forum 2012 inApril
• State Competitiveness Awards 2012 in April
• Porter Prize in September 2012
Institute
for
Competitiveness
is
involved
in
several
national
and
international
event
accentuating
competitiveness,
innovation
and
strategy.

Events
Success Stories:
• Dialogueon Karnataka’sCompetitivenessin September2015
• Interaction with Navi Radjou and Jaideep Prabhu on ‘Frugal Innovation – How to do better with less’ at Taj Lands End, Mumbai,
April 6,2015
• BusinessBreakfastand Workshop with StuartL.Hart atThe Leela, Gurgaon,March 5,2015
• Interaction with Navi Radjou on How to profit from the Global Ingenuity Economy at The Leela, Ambience Island, Gurgaon,
December 8,2014
• CTO Interaction:Discussingthestateof India’sInnovation and Technology atTheOberoi,Bengaluru,August26,2014
• Thinkers50 (India) eventwith theco-‐authorsof thebook “Jugaad Innovation”atRadisson Blu Plaza,NewDelhi, April 17,2014
• An eveninginteraction with Dr.Jordan Kassalow atThe Leela, Gurgaon,March 2014
• An eveninginteraction with AnilGupta,IMI,New Delhi, February 2014
• An interaction with MarshallGoldsmith atTheFour Seasons,Mumbai,January 17,2014
• Book launch “From Smartto Wise”,April 2013
• An eveningsession with Don Tapscott at TheLeela Kempinski,Gurgaon,February 2013
• EveningInteraction with MarkKramer,Co-‐Founderand MD,FSG,November2012
• EveningInteraction with The Lehendakari,H.E.PatxiLopez,President ofthe BasqueRegionalGovernment,Spain,March 2012
• 13th
TCIGlobal CompetitiveConference2010,MDI,Gurgaon,November2010
• CompetitivenessSession with Dr.Christian Ketels,NewDelhi,September2009
• Asia CompetitivenessSession,Finland,October2009
• State CompetitivenessSeminarswith BusinessWorld,variouscities,April to June,2009

Best
City
Awards
2015
(an
initiative
of
ABP
News)
Institute
for
Competitiveness,
India
was
the
official
‘Knowledge
Partner’
of
the
Best
City
Awards
2014
• The
event
was
held
on
March
11,
2015
• The
objective,
as
per
the
ABP
News,
is
to
reward
cities
that
offer
best
living
standard
for
an
urban
consumer
• It
is
the
biggest
show
which
recognizes
the
Best
Cities
to
live
in
India
Winners
of
Best
City
Awards
2015
• Best
City
to
Live
in
2015: Mumbai
• Best
City
– Affordable
Housing:
Noida
• Best
City
– Cleanliness
and
Sanitation:
Chandigarh
• Best
City
– Primary
Education:
New
Delhi
• Best
City
– Environment:
Kozhikode
• Best
City
– Public
Services:
Mumbai
• Best
City
– Public
Transport:
Mumbai
• Best
City
– Healthcare:
New
Delhi
• Best
City
– Power:
Ahmedabad
• Best
City
in
the
state
of
Bihar:
Patna
• Best
City
in
the
state
of
Madhya
Pradesh:
Indore
• Best
City
in
the
state
of
Rajasthan:
Jaipur
• Best
City
in
the
state
of
Uttar
Pradesh:
Noida

Best
City
Awards
2014
(an
initiative
of
ABP
News)
Institute
for
Competitiveness,
India
was
the
official
‘Knowledge
Partner’
of
the
Best
City
Awards
2014
• The
event
was
held
on
March
12,
2014
• The
objective,
as
per
the
ABP
News,
is
to
reward
cities
that
offer
best
living
standard
for
an
urban
consumer
• It
is
the
biggest
show
which
recognizes
the
Best
Cities
to
live
in
India
Winners
of
Best
City
Awards
2014
• Best
City
to
Live
in
2014: New
Delhi
• Best
City
– Affordable
Housing:
Noida
• Best
City
– Cleanliness
and
Sanitation:
Chandigarh
• Best
City
– Primary
Education:
New
Delhi
• Best
City
– Environment:
Vishakhapatnam
• Best
City
– Public
Services:
Shimla
• Best
City
– Public
Transport:
New
Delhi
• Best
City
– Healthcare:
New
Delhi
• Best
City
– Power:
Ahmedabad
• Best
City
in
the
state
of
Bihar:
Patna
• Best
City
in
the
state
of
Madhya
Pradesh:
Indore
• Best
City
in
the
state
of
Rajasthan:
Jaipur
• Best
City
in
the
state
of
Uttar
Pradesh:
Noida

Porter
Prize
Institute
for
Competitiveness,
India
organizes
“Porter
Prize”
to
recognized
the
strategic
acumen
of
corporates
in
India
to:
§ Propel
Companies
to
compete
on
the
basis
of
Value
Creation,
Innovation
and
Strategy
§ Recognition
of
distinct
strategies
that
result
in
sustainable
profitability
and
enhance
the
competitiveness
of
India
§ Recognition
of
efforts
to
create
sustainable
competitive
advantage
by
Companies
§ Recognition
of
efforts
to
Create
Shared
Value
§ Industry/
Peer
Recognition
Award
categories
§ Porter
Prize
for
Industry
Architectural
Shift
§ Porter
Prize
for
Creating
Distinctive
Value
§ Porter
Prize
for
Leveraging
Unique
Activities
§ Porter
Prize
for
Exploiting
Trade-‐offs
§ Porter
Prize
for
Creating
Shared
Value
§ Porter
Prize
for
Creating
Value
Based
Healthcare
Delivery
Pillars
of
Assessment
Fit
Trade-‐offs Positioning
Industry
dynamics

Porter
Prize
Details
of
Porter
Prize
captured
on
Institute
for
Strategy
&
Competitiveness
website
(a
snapshot)

Winners
of
Porter
Prize
2015
Leveraging
Unique
Activities:
JSW
Steel Creating
Distinctive
Value:
DHL
Express
India
Exploiting
Trade
offs:
Abbott
India
Value
Based
Healthcare:
Apollo
Hospitals

Winners
of
Porter
Prize
2015
Creating
Shared
Value:
Jain
Irrigation
&
JSW
Group
Excellence
in
Corporate

Integration
&
Governance:
Tata

Power
Industry
Architectural
Shift:

Mahindra
Rural
Housing
&

Finance
Enabling
Social
Progress:
Reliance

Foundation

Winners
of
Porter
Prize
2014
Creating
Shared
Value:
Hindustan
Unilever Creating
Distinctive
Value:
Dow
Exploiting
Trade
offs:
Tech
Mahindra Value
Based
Healthcare:
Fortis
Healthcare

Winners
of
Porter
Prize
2014
Leveraging
Unique
Activities:
Mahindra
Logistics
and
Siemens
Excellence
in
Corporate
Integration
&

Governance:
Max
India
Industry
Architectural
Shift:
Indigo

Airlines
Enabling
Social
Progress:
Essar
Foundation

Winners
of
Porter
Prize
2013
Industry
Architectural
Shift:
NarayanaHealthcare Creating
Distinctive
Value:
Sealed
Air
Leveraging
Unique
Activities:
GroupMMedia
India

Pvt.
Ltd
Value
Based
Healthcare:
Apollo
Gleneagles

Hospitals,
Kolkata

Winners
of
Porter
Prize
2013
Creating
Shared
Value:
Rallis
India
Limited
&
Godrej
Industries
Exploiting
Trade-‐offs:
Uninor

Winners
of
Porter
Prize
2012
Industry
Architectural
Shift:
Make
My
Trip Creating
Distinctive
Value:
Mahindra
Finance
Leveraging
Unique
Activities:
HDFC
Life Value
Based
Healthcare:
Vaatsalya

Winners
of
Porter
Prize
2012
Creating
Shared
Value:
Mother
Diary
&
ICICI
Lombard
Exploiting
Trade-‐offs:
Bharti
Airtel

economy
for
developing
countries
Thinkers50
India
Event
2013
THINKERS, is a presentation of Thinkers50 India, which is about discussing new ideas, new thoughts, addressing challenging issues,
forging new paths, in the process creating an ever widening circle of thought leadership and create synergy in the thought
leadership space by integrating the online and offline experiences. Thinkers50 India is a joint initiative of Institute for
Competitiveness, India and Thinkers50.
§ The Purpose -‐ To create,expand and enhance the process of THOUGHT LEADERSHIP from India.
§ The First and the only AUTHORITY from India to honor and celebrate the best and brightest thinkers in India
through the Thinkers50 India awards.
§ The First and the only AUTHENTIC Ranking of the top 50 thinkers from diverse domains from India and from
different walks of life.
The inaugural issue of the Thinkers magazine seeks to raise the level of debate on matters of business, technology,
innovation, sustainability, culture and governance. The Magazine invites eminent Indian intellectuals from around
the world to share their idea of India, linking it to their domain of expertise.
Definitive
list
of
Management
thinkers
was
also
announced
at
the
Thinkers50
India
event
2013

which
includes
Nirmalya Kumar,
GurcharanDas,
KiranKarnik,
Vineet Nayyar,
NandanNilekani,

Arun Maira,
Deepa Prahaladetc.

Thinkers50
India
Event
2014

Thinkers50
India
Event
2013

Interviews
Interviewed many renowned personalities of their respective fields such as Michael E. Porter of HBS, Kensaku Konishi of
Canon, Anoop Prakash of Harley Davidson, Dr. PervezAhmed of Max Health Care, Rana Kapoor of Yes Bank etc.

Speaking
Engagements
§ International
Women
Federation
of
Commerce
and
Industry
–India.
October
13,
2015
§ Challenges
to
food
waste
reduction
–The
Indian
Scenario.
INSPIRIA.
October
8,
2015
§ Strategy,
Economic
Development
and
Competitiveness.
Aalto
Executive
Summit
2015
Program.
Singapore.
August
16-‐
17,
2015
§ Urbanization:
Disaster
or
Panacea?
The
Global
Education
&
Leadership
Foundation.
August
12,
2015
§ It’s
Time
to
Re-‐Think
&
Re-‐Model
Your
Business
Strategy
for
2020.
Strategy
Summit
2015.
Mount
LaviniaHotel,

Srilanka.
July
20-‐30,
2015
§ Driving
Sustainable
Entrepreneurship
from
the
Bottom
Up.
2nd
BoP Global
Network
Summit
2015.
Burlington,
VT.

June
16,
2015
§ The
State
of
the
Indian
Economy.
Emerging
Issues
in
Global
Competitiveness
Lecture
Series.
The
Council
on

Competitiveness,
Washington.
July
14,
2015
§ Inconvenience
Regretted.
TEDxWalled
City.
June
21,
2015
§ Entrepreneurship
in
India:
Its
Current
and
Future
Impact
on
Competitiveness.
Stanford
University.
May
19,
2015
§ SVI
India
Launch
and
Dialogues
with
Local
Executives.
The
5th
Annual
Shared
Value
Leadership
Summit.
Newyork.

May
12-‐13,
2015
Challenges
in
India
and
beyond.
Institute
for
Competitiveness
at
LBS.
May
1,
2015
§ The
Importance
of
Trust
in
Cluster
Development:
Perspectives
from
India.
Cluster
World
Congress.
Silesia
– Poland.
March
25-‐
26,
2015

Speaking
Engagements
§ Special
Address:
Global
CSR
Conference.
Innovating
an
Eco-‐System
on
Swachh Bharat
Abhiyan.
New
Delhi.
March
19,
2015
§ What
doesn’t
kill
you
will
only
make
you
more
risk-‐loving!
Early
disasters
&
CEO
behaviour.
A
session
organised by
The

Oxford
and
Cambridge
Society
of
India
and
the
UK
India
Business
Council.
Gurgaon.
March
4,
2015
§ Financial
Inclusion.
GSN
Summit
Washington,
DC.
February
19-‐20,
2015
and
Urban
Mobility.
New
Mobility
Trends:
Business
Models
That
Are
Growing
a
Trillion
Dollar
Industry

Cluster.
University
of
Michigan.
February
18,
2015
§ Bali
Package-‐ Implications
on
Development,
Trade
and
Food
Security. ECOVANTAGE.
Jesus
and
Mary
College,
Delhi.
January

22,
2015
§ India’s
environment
for
innovation.
India’s
IP
and
Innovation
Policies
Strengthening
International
Cooperation.
Waseda
University,
Japan.
November
4,
2014
§ Relevance
of
Creative
Economy
in
Sustainable
Development.
Conference
on
Asia-‐Europe
Network
of
Urban
Heritage
for

Sustainable
Creative
Economies.
October
25,
2014
§ Innovating
for
a
better
world:
a
global
perspective.
Grenoble
Ecole de
Management.
September
17-‐19,
2014
§ Meet
the
New
Mobility
Industry
Vanguard:
A
View
from
the
Trenches.
ITS
World
Congress.
Detroit.
September
9,
2014
§ Presentation
on
“Gurgaon:
Millennium
Next
City”
Gurgaon.
August
12,
2014
§ How
can
the
2%
CSR
spending
drive
significant
change?
Sustainability
Reporting
for
Sustainable
Development.
Mumbai.
June

11-‐12,
2014
§ Win-‐win
Models
for
Industry
University
Partnerships.
Businessworld
Higher
Education
Summit.
New
Delhi.
May
30,
2014
§ Canada
India
Infrastructure
Forum:
Policy.
Canada
India
Infrastructure
Forum.
Toronto.
April
25,
2014

Speaking
Engagements
§ Canada
India
Infrastructure
Forum:
Societal
Impact.
Canada
India
Infrastructure
Forum.
Toronto.
April
25,
2014
§ Canada
India
Infrastructure
Forum:
Opening
remarks.
Canada
India
Centre
of
Excellence,
Carleton
University.
Ottawa.
April
23,

2014
§ MoU Signing
Ceremony
with
the
Council
on
Competitiveness.
Washington
DC.
April
9,
2014
§ Closing
Plenary:
Competitiveness
through
collaboration.
Better
Business
Summit:
“Competitiveness
through
Collaboration.”

Thimphu,
Bhutan.
March
28,
2014
§ Increasing
FDI.
Better
Business
Summit:
“Competitiveness
through
Collaboration.”
Thimphu,
Bhutan.
March
28,
2014
§ Making
Business
Easy.
Better
Business
Summit:
“Competitiveness
through
Collaboration.”
Thimphu,
Bhutan.
March
27,
2014
§ ABP
Best
City
Awards
2014.
New
Delhi.
March
11,
2014
§ 7th Annual
Global
Competitiveness
Forum.
Riyadh.
Saudi
Arabia.
January
18-‐21,
2014
§ Smart
Urban
Hubs:
Solutions
for
the
changing
urban
scenario.
A
conference
by
CII.
December
19,
2013
§ Encouraging
Gender
Diversity:
The
Unseen
“Barriers.
Conference
on
Women
Empowerment.
December
17,
2013
§ Globally
Competent
India
– The
role
of
Young
Minds
as
Key
differentiator.
National
Youth
Conference:
“Energizing
for

Excellence”.
September
14,
2013
§ Dogmas,
Emerging
Markets
and
Economics.
Harvard
University.
July
2,
2013
§ India’s
Competitiveness.
Harvard
University.
July
1,
2013
§ How
Higher
Education
would
Change.
Academic
Leadership
Academy,
Pennsylvania
State
University,
USA.
June
26,
2013
§ Clusters.
Puebla,
Mexico.
June
24-‐25,
2013

Speaking
Engagements
§ How
to
do
Business
In
India.
Seminar:
Opportunities
in
India. Oslo,
Norway.
June
13,
2013
§ National
policy
dialogue.
Seminar
by
Planning
Commission
and
Ministry
of
HRD.
New
Delhi.
May
23,
2013
§ India’s
Gold
Frenzy. BBC
World
Service
Radio.
May
17,
2013
§ Responsible
marketing
to
kids.
World
Children
Expo.
New
Delhi.
May
17,
2013
§ Unmet
Medical
Needs
– Challenges
faced
by
India.
New
Delhi.
May
16,
2013
§ Understanding
the
Creative
Economy
in
India:
States
2013.
Report.
May
6,
2013
§ Excelling
in
the
modern
higher
education
times.
New
Delhi.
May
3-‐4,
2013
§ Workshop
on
Urbanization,
Sustainability,
Resilience
and
Prosperity.
Arizona
State
University,
USA.
April
17-‐19,
2013
§ Entrepreneurs,
not
Job
Seekers
are
the
solution
for
country’s
problems.
Economic
Times.
April
12,
2013
§ I
to
I
– Indian
to
India.
Anti
Corruption
workshop
on
India.
New
Delhi.
April
12,
2013
§ Extrusion
Processing
– Technology,
Applications
and
Business
Development
for
the
Indian
Feed
and
Food
market.Sonepat,

Haryana,
India.
April
8-‐10,
2013
§ Corporate
Governance
and
Business
Responsibility.
New
Delhi.
April
8,
2013
§ IndiAfrica Collaborative
workshop. Young
India
Fellowship.
New
Delhi.
April
4,
2013
§ Governing
Frugal
innovation.
Grenoble
School
of
Management.
France.
March
28-‐29,
2013
§ Letting
Go:
Are
you
coming
in
the
way
of
building
a
great
C-‐Suite?
Inc India
500.
Greater
Noida.
March
24,
2013

Speaking
Engagements
§ Emerging
face
of
Haryana:
Diverse
and
Dynamic
Industrial
sectors
Haryana. Annual
session
&
Panel
discussion.
New
Delhi.

March
15,
2013.
§ CEO
Panel
discussion:
Where
does
LSS
fit
in
the
boardroom
agenda?
4th
Lean
six
sigma
summit.
New
Delhi.
March
14,

2013
§ Indian
Manufacturing:
The
hope
of
Job
Creation.
International
Finance
Corporation.
March
8,
2013.
§ Common
Language
Problem
with
Strategy.
Livemint.com.
March
7,
2013
§ The
Architectural
Shifts. Livemint.com.
March
1,
2013.
§ How
Strategy
Really
Works.
Livemint.com.
February
21,
2013
§ Liveability Report
2012,
India
Today
Real
Estate
Special.
February
13,
2013
§ Inspiring
Chat
session
with
the
students.
Careers
360
B-‐School.
New
Delhi.
February
6,
2013
§ Indian
– Danish
Cooperation
in
high
education
and
science.
Round
Table
Discussion.
New
Delhi.
February
1,
2013
§ Global
Competitiveness.India
Habitat
Center.
New
Delhi.
January
31,
2013
§ India
is
in
danger
of
loosing
its
Competitiveness.
BBC.
January
23,
2013
§ Stakeholders
Workshop:
Developing
the
agenda
post
2015
MDG.
CII,
New
Delhi.
January
16,Competitiveness,
Strategy
and

Shared
Value.
Entrepreneurs
Organization.
Bahrain.
January
14,
2013.
§ Learning
but
not
educating.
Financial
Express.
January
12,
2013.

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