Latest news with #IIM-A
Hans India
2 days ago
- Business
- Hans India
IIM-Ahmedabad's Dubai campus set to redefine India's educational soft power: Institute director
The Indian Institute of Management-Ahmedabad (IIM-A), one of India's most prestigious business schools, is all set to launch its first international campus in Dubai this September. The ambitious expansion, envisioned by IIM-Ahmedabad Director Bharat Bhasker in 2023, will begin operations with a one-year MBA programme and introduce two key research centres, one dedicated to case study development and the other focused on start-up incubation. Bhasker, in conversation with IANS at IIM-A, expressed immense satisfaction over the swift execution of the plan. "The Dubai campus is something I envisioned in 2023, and now I'm happy to see it materialise. I'll be visiting the campus next week," he shared. "We've curated the curriculum with a regional lens, drawing on case studies and business practices relevant to the Middle East and Africa." The move comes after IIM-A signed a Memorandum of Understanding (MoU) with the United Arab Emirates (UAE) government in April this year. The agreement, signed in Mumbai, officially established the Dubai campus in the Dubai International Academic City, making IIM-A the first among India's management institutes to set up an overseas campus. Bhasker sees this as a moment of strategic significance not only for the institute but for India as a whole. "While Western countries are increasingly shutting their doors to international students, India must seize the moment. Education is India's most potent soft power, and this campus is a strategic tool in building long-lasting influence," he said. "Just as China uses its manufacturing and trade to build global influence, India must leverage its strength in quality education and its English-speaking workforce. If India wants to be the leader of the Global South, this is the way," he said. The new campus aims to attract a wide array of students from the Gulf Cooperation Council (GCC) countries, North Africa, and the Commonwealth of Independent States (CIS). The first cohort will comprise around 40 to 50 students, with the long-term goal of scaling up to a 900-student capacity over the next decade. According to Bhasker, Dubai was a natural choice. "We've been offering executive education in the region for years. The familiarity and trust we've built made it a logical step forward," he said. The launch comes at a time when global applications to MBA programmes are facing a downturn. According to data, there was a 5 per cent reduction in applications to graduate business schools worldwide in 2023, the second consecutive year of decline. Bhasker, however, remains optimistic about India's prospects. "The global numbers may be declining in the US or Europe, but India is different. We have a young population, a fast-growing economy, now the third-largest globally. As opportunities grow, so does the demand for skilled managers. That's where institutions like IIMA come into play," he said. When asked what makes a good manager today, Bhasker responded with clarity: "Commitment and vision are important, but most of all, empathy. Business is often reduced to profit and loss, but empathy takes you a long way." Looking ahead, Bhasker shared an exciting next step for the IIM-A campus: the establishment of a School of Data Science and Artificial Intelligence. "The way we traditionally taught management doesn't work anymore. The way we teach management today is very different from the past. Today, AI, technology, and science are integral to leadership and decision-making. Management curriculum and the way institutes teach must evolve," he said. "Being proactive is essential," he said. The Dubai campus is not merely an international expansion; it is a strategic, future-facing initiative rooted in regional relevance, educational diplomacy, and an evolving idea of what management education should look like in the 21st century.
The Hindu
18-06-2025
- Entertainment
- The Hindu
Melt and Mingle cafe in Coimbatore specialises in chocolate-based desserts
Walking into Melt and Mingle feels a bit like stepping into Willy Wonka's world. If Wonka had traded his whimsical factory for a minimalist café, a space where tropical touches meet soft lighting, comfy seating, and mellow music, it would feel just like this. Nestled amid the hustle and bustle of Coimbatore, this cozy café started as a homegrown dessert bar. Here, couverture chocolate forms the whole philosophy. Co-founder Sibi M, an IIM-A graduate, shares how his obsession with chocolates led him to realise his lifelong passion of building a chocolate legacy. We start off with their Belgian Iced Chocolate, a velvety, bitter-sweet refresher on a hot day. The drink is packaged in a sleek, compact pop can. The OG skillet cookie is a must try. The cookie is made based on order and served in a piping-hot cast iron skillet topped with choco-chips. It is an ideal balance of soft and molten centre with crisp edges and goes well with a scoop of French vanilla ice cream, that adds a great contrast. Melt and Mingle offers a well-curated menu for chocolate lovers in the city. 'We wanted to build a community for people who love chocolates,' says Sibi. The café carries commitment to couverture chocolates. Couverture is premium chocolate that contains a higher percentage of cocoa butter making it richer, glossier, and more expensive than compound chocolates used in commercial kitchens. Then comes the drink that is the culinary equivalent of the feeling of being wrapped in a warm blanket on a rainy day. Their luxury hot chocolate, served in cute ceramic mugs, is a thick, creamy, steaming hot indulgence, perfect for comforting the soul after a long day. Their Iced Mocha, Sibi mentions, is made from Arabica beans, freshly ground, and brewed in-house. The perfectly roasted coffee beans shine as the star of the drink, elevating it with a hint of nuttiness. The triple chocolate brownie, a mix of dark, white and milk chocolate, is a new Instagram sensation. The café also offers a variety of savoury appetisers to choose from. The co-founder reveals plans for launching a gourmet breakfast menu shortly. Melt and Mingle currently has on offer a seasonal dessert menu called The Mango Soiree. The mango Dubai chocolate, mango tropical tres leches and the mango coconut cooler are a fusion of tropical sweetness and are perfect for beating the heat.
Indian Express
27-05-2025
- Business
- Indian Express
IIM-Ahmedabad announces Rs 12 crore ‘inflation-adjusted' scholarship funded by Narayana Murthy
The Indian Institute of Management Ahmedabad (IIMA) has announced the launch of a inflation-adjusted scholarship — the Professor Jaswant G Krishnayya Merit Scholarship. The endowment will be funded by Infosys founder and former IIMA Chairperson Narayana Murthy. The scholarship will be awarded annually to the PGP student who secures the highest CGPA at the end of their first year. Murthy has pledged to fund the scholarship for a duration of 20 years, with the total amount estimated at Rs 12 crore, and will be inflation adjusted. The initiative aims to promote academic excellence and recognise merit at one of India's most distinguished management institutes. 'This scholarship is a tribute to Professor Jaswant G Krishnayya's enduring legacy and significant contributions to IIMA,' said Narayana Murthy. 'Professor Krishnayya played a pivotal role in shaping my early life and career. Through this scholarship, I hope to inspire future generations of students to strive for excellence and make a positive impact on the world.' Murthy's association with IIM-A dates back to 1969 when he served as Chief Systems Programmer. He later went on to chair the Institute from 2002 to 2007. Pankaj R Patel, Chairperson of the IIMA Board of Governors and Chairman of Zydus Lifesciences, expressed his gratitude for the generous contribution. 'Murthy's commitment is a reflection of his longstanding bond with IIMA and his belief in the transformative power of education. This gesture honours a respected faculty member while supporting emerging leaders of tomorrow,' Patel said. IIM-A Director Prof. Bharat Bhasker also commended the move, saying, 'This generous scholarship is a celebration of excellence, mentorship and impact. We are deeply grateful to Mr. Murthy for recognising Professor Krishnayya's contributions in such a meaningful way. It aligns perfectly with our vision of ensuring that financial barriers never stand in the way of academic potential.' The IIM-A Endowment Fund (IIMAEF), which manages alumni, corporate, and CSR donations, played a central role in facilitating the partnership. The fund supports the Institute's mission of global thought leadership, research, and academic excellence by enabling access to quality education irrespective of financial constraints. The Professor Jaswant G Krishnayya Merit Scholarship will officially be awarded from the current academic cycle, further strengthening IIMA's commitment to meritocracy and educational impact.
Time of India
01-05-2025
- Time of India
Two arrested with MD worth 5.5 lakh
Ahmedabad: Officials from the State Monitoring Cell (SMC) of Gujarat Police on Tuesday apprehended two men near the Indian Institute of Management, Ahmedabad (IIM-A), with nearly 55 grams of mephedrone (MD) worth Rs 5.50 lakh. Police sub-inspector K D Ravia and a team of the SMC intensified surveillance near Shivranjani Crossroads after they received a tip-off that two people carrying mephedrone were going towards IIM-A in a CNG rickshaw. The team set up a trap with the help of two govt witnesses and monitored traffic on the route. Around 4.30pm on Tuesday, they located and intercepted a rickshaw carrying two passengers near Matangi Apartments Lane, adjacent to the BRTS station on 132 feet Ring Road. The men identified themselves as Shahnawaz Pathan, 28, and Matin Sheikh, 30, both residents of Dariapur. Shahnawaz had two pouches containing white powder suspected to be mephedrone while Matin had seven such pouches. Upon questioning, they told the cops that the powder was mephedrone, after which they were taken to Vastrapur police station. SMC registered an FIR against them for running an organised crime under the Bharatiya Nyaya Sanhita and under the NDPS (Narcotic Drugs and Psychotropic Substance) Act. The duo also named two others in the case — Badshah Khan and Ajmal Khan from Dariapur, who are absconding. SMC sources said that they are probing if the drug network was active around the institute area and if the suppliers were targeting the students.
Mint
01-05-2025
- Business
- Mint
How to successfully negotiate a salary increment
It's that time of the year when you sit with your reporting manager inside a cabin, discuss the targets you've met and missed, and your overall performance at the workplace—all points of discussion that will help decide your salary increment for the next financial year. The thought of asking for a raise makes many employees nervous. Perhaps they do not want to come across as needy, lacking self-confidence, or maybe they simply do not know what to say. But asking for more from your employer is actually reflective of what matters to you. Negotiating a higher salary starts with thinking about the why, the what and the how much. As Amit Nandkeolyar, associate professor of organisational behaviour at the Indian Institute of Management Ahmedabad (IIM-A) says, it all begins with clarity on knowing your worth, and 'finding a way to intersect with your employer's expectations. What is your focus in relation to the company's goals? Ultimately, what you're doing is only a part of increasing their profits or revenues, and employers are paying you back as a function of it. You must highlight that and justify the why." It may seem unfair to have to justify the 'why"— after all, you did the work all year. But it's important to clearly communicate the value you are bringing to your manager and the organisation, especially when everyone else in the company is also angling for a raise during appraisal season. Sonal Agrawal, managing partner of the boutique executive search firm Accord India, suggests doing an honest self-assessment and analysing one's improvement in order to present a strong case for a raise to the manager. 'Quantify your performance and contextualise (the salary ask) with industry benchmarks you have gathered (from research). Then approach your supervisor for an appraisal conversation. Present your case logically and factually, and listen to feedback without issuing ultimatums, which could sour relationships," she says. 'If a raise is not forthcoming right away, understand why and ask how you might reasonably earn one—for example, by taking on more responsibility or explicitly defining results. Finally, agree on a review timeline." Awareness of changes in the industry and processes within a company plays a pivotal role in negotiating a raise as well as professional growth, something Sudha Ramanan (name changed on request), a Chennai-based hospitality professional, learnt during the covid pandemic. 'It was a challenging time for our industry," says the 37-year-old. 'A handful of expats left India for their home countries. I took advantage of the situation and interviewed for those vacancies, and our company preferred to hire someone internally to fill those positions." She had a track record of being a top performer, but hard times meant the company was hesitant to give her a raise, even though the new role was a larger one. So, she asked for the raise to be moved into a bonus component of 35%, to be paid out only if she met certain targets. They agreed, and she did meet her targets and received the raise. The pay package does not consist of just the take-home component, according to experts. Both Agrawal and Prof. Nandkeolyar share a tip: look beyond the number in the bank account at the end of the month. There are other categories open for negotiation during appraisals, points out Nandkeolyar, who teaches courses on negotiation analysis and leadership. One could ask for better health insurance coverage or expansion of coverage to other dependents. Another aspect to discuss could be flexible work hours, which one may value more. 'Figure out your value, consider the other parts of your compensation—they are all variables to be considered," he advises. Whether you want a salary raise, a promotion, more flexibility in work hours or something else that makes you more feel valued at work, there are two crucial factors that should be considered during a negotiation—self-worth and timelines. To illustrate, K.M., a senior manager at a leading retail organisation in Mumbai who wants to remain anonymous, shares a recent instance when one of his 20 colleagues capitalised on both aspects while negotiating his salary during an annual review meeting. 'He (the reportee) viewed appraisals as a long-term game plan," he says. 'He had prepared a year in advance." It was a two-pronged approach—professional and personal. During the appraisal process, he set expectations by asking the manager's goals, the problems in his department, suggested ways to fill the gaps for the year ahead, and ensured the targets were met. On the personal front, during team lunches and casual office gatherings over the year, he would mention that his children's school fees had increased, raising his expenses. There were times he would also ask for a mid-year salary correction. 'This modus operandi builds pressure for managers. We knew he was a good performer who knew his worth. Managers have an appraisal budget; and after planning every reportee's increment, we look at the extra money in our kitty and decide who deserves slightly more. This money goes to an exceptionally high performer or somebody we would fear losing to another organisation. My reportee would tick both boxes and usually take home the highest increment. Once, we promoted him to general manager with a 35% increment. The industry standard was around 20%, and anything more than 30% was considered high," says K.M. 'But we did it, because he was loud and clear about the effort he was putting into his work, and it really did show." Retaining a high performer is in the best interest of any manager and organisation. It is up to the employee to take accountability for this as well as get recognition for their work. 'At the end of the day, he says, 'one who makes themselves most visible gets the gold."
