White papersMani, Deepa.,Banerjee Shankhadeep. "Smart City Maturity Model", 2015Srini Raju Centre For IT and The Networked EconomyRead Abstract >Close >
In India, urbanisation is a rapidly growing trend fuelled by the government’s emphasis on the manufacturing and services sectors as engines of growth and the transition thereof to these sectors from agriculture. As per the 2011 census report, more than 600 million Indians will be living in urban areas by 2031, and the contribution of urban India to her GDP is expected to rise from 52% in 2011 to 75% in 2031. Yet, the current state of infrastructure, human capital and services in Indian cities is an important constraint in accommodating the pace of urbanisation. A plan for rapid development of 100 smart cities by the Government of India intends to address this challenge. A smart city is commonly defined as one that leverages technology to integrate and optimise its limited resources towards better habitability, sustainability and citizen empowerment. But there is limited understanding of how technology-enabled solution(s) will help a city evolve into safe, secure, and efficient urban cities. After all, one solution would not fit all regions.
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White papersMani, Deepa.,Desai, Amit. "Global In-House Center Capability Maturity Index", 2015Srini Raju Centre For IT and The Networked EconomyRead Abstract >Close >
Over the last few years more than 800 MNCs have established Global In-house Centers (“GIC”) in India that leverage highly skilled, specialized, low-cost talent pool to reduce costs of ownership, develop products and provide services for fast growing global and regional markets.
The service delivery journey for most GICs has been that of gradual evolution, taking years to progress from when dedicated centers were set up for one or two functions to multi-function center providing value added services for both global and local geographies.
The current business environment is far more global, complex, agile, and influenced by the digital revolution. Organizations have had to restructure their service delivery models to align to the changing business environment. As a result, GICs have had to rapidly evolve their operating models to move up the value chain. GICs are now increasingly transitioning from being pure play cost centers to centers delivering innovation, quality and strategic value.
ReportsKagade, Mandar. "Indian Financial Code’s Revised Draft", 2015Read Abstract >Close >The Revised Draft of the Indian Financial Code’s proposal to establish a Monetary Policy Committee with a majority of government nominees and no veto power to the Reserve Bank of India Governor have attracted a lot of attention. However, the code has some other critical proposals, including a Financial Stability and Development Council (the super-regulator for systemic risk) that will radically alter the financial regulation landscape of India. This article scrutinises two important proposals—the Financial Development Council and systemic risk regulation, and the “prompt corrective action” regime.
ReportsSodhi, ManMohan S., Singh, Sukhmeet.,Walia, Arvinder.,Sharma, Jasmine., Dalla, Preetinder S. "Analyzing the Potential of Increase in Acreage for Kinnow, Maize, Wood, Turmeric and Moong as per the Draft Agriculture Policy for Punjab-2013", 2014Read Abstract >Close >In view of agriculture sector crisis in Punjab, the importance of research in the realm of ecologically sound farming practices is foremost. While ecological sustainability is important, the economic viability for the farmer needs to be taken into account. In this context, Punjab Mandi Board commissioned Indian School of Business to undertake a research study analyzing the potential of increase in the production of selected five commodities as mentioned in the Agriculture Policy for Punjab-2013 (Draft) in terms of their existing markets and the potential to expand in the wake of proposed area expansion under alternate crops. Given the nature and magnitude of crisis in the farm sector in the state, this research is a pioneering attempt to critically analyze the diversification strategy recommended as per the Draft Policy.
ReportsRamachandran, Kavil.,Bhatnagar, Navneet. "Togetherness in Indian Family Businesses", 2014Thomas Schmidheiny Centre for Family EnterpriseRead Abstract >Close >Family businesses are known to have unique competitive advantage over professionally managed firms. Habbershon and Williams (1999) suggest that this competitive advantage is derived from the ‘familiness’ of the business – i.e. a bundle of resources that are distinctive to the firm as a result of the owning family’s involvement. The controlling family’s shared beliefs, practices, policies, philosophies and doctrines are crucial family inputs that shape this ‘familiness’ of the firm. It is the higher degree of convergence on these counts, which enhances goal-congruence and trust among family members. Being ‘together’ is thus conventionally considered a tremendous source of strength for the family and the business. However, all across the world, societies have been undergoing changes. For instance, economic liberalisation followed by rapid expansion of the middle class and further integration with the global economy have been instrumental to a number of changes in India.
ReportsShrimali, Gireesh.,Goel, Shobhit.,Srinivasan, Sandhya.,Nelson, David. "Solving India’s Renewable Energy Financing Challenge: Which Federal Policies can be Most Effective?", 2014
ReportsShrimali, Gireesh.,Konda, Charith., Srinivasan, Sandhya. "Solving India’s Renewable Energy Financing Challenge: Instruments to Provide Low-cost, Long-term Debt", 2014
Reports. "Analytical Note on Rashtriya Madhyamik Shiksha Abhiyan Quality Support: Teacher Development in Secondary Schools", 2014
ReportsKagade, Mandar.,Verma, Aadhar. "Contingent Convertibles & Banker's Pay- the Missing Link in India’s Financial Regulation", 2014Read Abstract >Close >
The compensation practices, especially of the large financial institutions, are often held as one of the important factors which contributed to the recent global financial crisis. These perverse incentives amplified the risk taking that threatened the global financial system. Financial regulators around the world, including India, moved to enact prescriptions aimed at increasing shareholder oversight of executive pay.
Set against this background, the article makes two novel proposals focusing on the Indian context: firstly, it nudges the regulators to prescribe creditor-centric compensation rules at banks. The RBI has hitherto focused on pay-reforms that will promote incentive alignment between executives and shareholders in the aftermath of financial crisis. We argue that such reforms are likely to promote more risk-taking among bank executives rather than less. On the other hand, creditor-centric approach to pay reform will ensure “skin in the game” for the bank executives and promote conservative management. And secondly, we argue that the RBI ought to mandate banks to pay a substantial portion of the managerial compensation in contingent capital bonds. We argue that the design of these bonds have advantages over “inside debt” (deferred and retirement pay) and can significantly motivate the executives to “think like creditors” thereby enable avoidance of taxpayer-funded bailouts.
White papersSuman, Saurabh.,Singh, Rajandeep. "Mobile Marketing: New dimension of customer engagement", 2014Srini Raju Centre For IT and The Networked EconomyRead Abstract >Close >Mobile is gaining popularity as a customer engagement channel and is being leveraged to connect brands with their target consumers at the moments that matter the most. Real time targeting, reliable ROI measurement & attribution and interactive creatives have helped mobile score over any other traditional media.