PERFORMANCE REPORTPROGRAMME AND ACTIVITIES

Submitted by

IIM Bangalore Review Committee
Mr. Krishnakumar Natarajan - Member
Prof. Raji Srinivasan – Member
Prof. Shekhar Chaudhuri (Retd.) - Chairman

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Performance report – Programs and Activities of IIM Bangalore3Introduction
The Indian Institutes of Management Act came into force on January 31, 2018.
All the IIMs came under the purview of this Act. This Act was enacted by the
Parliament “…to declare certain Institutes of management to be institutions ofnational importance with a view to empower these institutions to attain standardsof global excellence in management, management research and allied areas ofknowledge and to provide for certain other matters connected therewith orincidental thereto.”
In accordance with the provisions of the IIM Act 2017, the Board of IIM Bangalore,in its meeting on January 6, 2022, authorised Prof. Rishikesha Krishnan to set up
a Review Committee to review the performance of the Institute and submit areport with a focus on what the Institute may do in the future.
The IIM Act 2017 under Section 11(5) states the following:“The Board shall, through an independent agency or group of experts, within aperiod of three years from the date of incorporation of the Institute, and thereafterat least once every three years, evaluate and review the performance of theInstitutes, including its faculty, on the parameters of long-term strategy and rolling
plans of the Institutes and such other parameters as the Board may decide andthe report of such review shall be placed in public domain.”

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The members of the Review Committee were:
1. Mr. Krishnakumar Natarajan - Mr. Krishnakumar was the co-founder of the
IT Company, Mindtree, and was until recently the Executive Chairman of
the company. He is currently Managing Partner at Mela Ventures, an earlystage venture capital fund in India. He previously served as the Chairmanof NASSCOM during the year 2013-14. He is a graduate of the College ofEngineering, Guindy and has also obtained a Post-Graduate Diploma inManagement from the Xavier Labour Relations Institute (XLRI),
Jamshedpur.
2. Prof. Raji Srinivasan: Prof. Srinivasan is the Sam Barshop Centennial
Professor of Marketing Administration and Associate Dean for Diversity andInclusion at the McCombs School of Business at The University of Texas atAustin, USA. She did her Post-Graduate Diploma in Management from theIndian Institute of Management, Ahmedabad and a PhD in Managementfrom the Pennsylvania State University, USA.
3. Prof. Shekhar Chaudhuri: Prof. Chaudhuri (Retd) was Director of the Indian
Institute of Management Calcutta for two successive terms during
November 2002 –April 2013. Prior to that he was a faculty member in theBusiness Policy Area and International Management Group at IIM
Ahmedabad from where he did the Fellow Programme in Management(PhD) specializing in Business Policy. Prof Chaudhuri is the Chairperson of
the Review Committee.
The Review Committee was provided a copy of the Gazette Notification regarding
the IIM Act 2017, the Self-Assessment Report submitted by the Institute to EQUIS
for re-accreditation, and several reports submitted by different stakeholder
groups, e.g., annual reports of COE’s and last three year’s annual reports.

Performance report – Programs and Activities of IIM Bangalore5

Acknowledgements
The committee had virtual meetings with different stakeholder groups startingwith the Director and the four deans. We received full support from the Institute.
The meetings were organized by the Director’s Office. They worked out very well.
The staff members in the Director’s office were very cooperative and efficient.
Indeed, we were very pleasantly surprised at their professionalism. They werealso very accommodative in terms of their time. As one of the Review Committee
members is based in the USA, the faculty members at IIMB had to come into theInstitute quite early to participate in the virtual meetings. The Review Committee
member based in the USA; Prof. Srinivasan had a very long day on the days ofthe meetings because of the time zone difference. However, despite the huge
physical distance between the Institute and the Review Committee members, theinteractions were excellent.
It was initially decided that the entire Review Committee would physically meet in
Bangalore and visit the Institute from May 18 to 19, 2022. However, due to an
unanticipated personal problem Prof. Raji Srinivasan could not travel to India. The
other two members of the Review Committee were at IIMB from May 17 to 20,
2022 and Prof. Srinivasan interacted with them through the Zoom platform.
We would like to make a special mention of Mr Aju John Varghese, Staff Officer
to Director & CPIO. He was extremely helpful and very effectively coordinated themeetings of the committee. He ensured that the meetings were held on time withthe participation of all the intended members. The list of constituencies with whom
the expert committee met for the review is enclosed in Appendix A.

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II. Evolution of IIMB’s Programmes and Activities
The Indian Institute of Management Bangalore (IIMB) was established as anautonomous stand-alone management institution by the Government of India in
1973 to develop managers and leaders for Indian industry. Set up at a time when
the public sector in India was at its zenith, IIMB initially developed a special focus
towards public sector enterprises and public systems. The Institute’s Post Graduate
Diploma Programme, which was the first academic programme launched by theInstitute was tuned to the country’s public sector. The academic areas which housed
the various faculty groups were also organized around economic sectors like
“Transportation”, “Energy”, etc. The faculty members were sectoral specialists. The
Institute has, however, successfully transformed itself as a mainstream
management institute with a structure similar to the older IIMs - IIM Calcutta and IIM
Ahmedabad.
However, in the ‘90s with the implementation of the New Economic Policy by theGovernment of India (GOI), the private sector came into prominence. There was asignificant increase in Foreign Direct Investment (FDI) and many multinational
companies (MNCs) came to the country to set up operations. The dramatic change
in the business environment necessitated a change in focus at IIMB. The city of
Bangalore with its mild climate and industry-friendly policies became very attractive
to industrial organizations and IT professionals started flocking in. Bangalore wassoon being referred to as the Silicon Valley of India. With the advent of the IT industry
in Bangalore there was a felt need for professional managers in the burgeoning IT
industry. IIMB quickly responded by creating an innovative programme fordeveloping managerial talent for the growing software industry.
However, IIMB did not forget its past interest in the public sector. In the year 2000,
the Institute established a Centre for Public Policy to re-focus attention on the public
sector against the backdrop of a major change in the regulatory environment forindustry. It also launched a long duration Post Graduate diploma programme in
Public Policy and Management targeted towards the government sector. This
programme has gone through several avatars exhibiting problems in positioning.
With the growing need for entrepreneurial activities in the country the Institute wasan early mover in the area of entrepreneurship and established the N S Raghavan

Performance report – Programs and Activities of IIM Bangalore

7Centre for Entrepreneurial Learning (NSRCEL) in the year 2002 with the objectiveof seeding, nurturing and promoting entrepreneurship.
In 2009, the Institute launched a new executive Post Graduate Diploma Programme
for senior managers. IIM Ahmedabad and IIM Calcutta had already launched theirown full time one-year long Diploma programmes in June 2006 and December 2006
respectively. Though the first institution to launch a full-time one-year Post Graduate
Programme for managers was the International Management Institute in Delhi in theearly eighties. Several institutions followed with similar programmes in early 2000.
In 2014, IIMB was a pioneer in India in launching its MOOCs (Massive Online OpenCourses) through its digital learning initiative in partnership with edX, thecollaborative MOOCs portal of MIT and Harvard. This indeed was a big initiative in
the Indian context when the debate between face to face and online programmes
was just beginning. Though there were other IIMs, specifically IIM Kozhikode and
IIM Calcutta that had already started offering hybrid long duration virtual executive
education programmes using satellite communication technology in collaboration
with private technology support partners, IIMB’s MOOCs was the first programme ofits kind in India mirroring developments in the top institutions in the USA.
In 2020, looking at the evolving business environment in the country the Institutelaunched a new MBA in Business Analytics in view of the burgeoning need forpeople with strong technical knowledge combined with managerial knowledge andskills.

Performance report – Programs and Activities of IIM Bangalore8III. Objectives of the Institutes
In this section, we look at the objectives contained in the IIM Act 2017. This isimportant as IIMB was set up as a public institution by the GOI. An understanding ofthese objectives will give us an opportunity to examine the extent to which IIMB has
been able to measure up against these the founding objectives.
The IIM Act 2017 stipulates that the IIMs would have the following objectives:a) To educate and support leaders who can contribute as professional managers,
entrepreneurs, and stewards of existing and emerging enterprises in the private,public, and social sectors;b) To carry out research, publication, consultancy and advisory work to advancenew knowledge and innovation and to provide global leadership in management
theory and practice.
c) To provide management education of high quality and to promote allied areas ofknowledge as well as interdisciplinary studies;d) To sensitise management education to the vision of inclusive, equitable andsustainable national development goals to contribute holistically to Society.
e) To support and develop programmes promoting social and gender equity.
f) To develop educational programmes and faculties that advance the cause of
education, teaching and learning, across disciplines.
g) To set-up centres for management studies and allied areas.
h) To support and collaborate with management institutions and other educational
institutions in India.
i) To co-operate and collaborate with educational or management institutions inother countries to extend the interests of management education and research.
The above objectives enshrined in the IIM Act 2017 are generic in nature. All the
IIMs are supposed to be guided by these objectives in deciding their own
programmes and activities.

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IV. Vision, Mission, Values and Guiding Principles
IIMB has, through a process of consultation with various stakeholders, evolved its
own vision, mission, values and guiding principles which are described below.
Vision: To be a global, renowned academic institution fostering excellence inmanagement, innovation and entrepreneurship for business, government andsociety.
Mission:1. Nurture innovative global business leaders, entrepreneurs, policy-makers andsocial change agents through holistic and transformative education.
2. Provide thought leadership that is contextually embedded and socially relevant
and makes positive impact.
3. Pursue excellence in education and thought leadership simultaneously without
making any trade-offs.
Values:
1. Uphold high standards of integrity and ethical behaviour
2. Build a culture of collaboration and trust
3. Respect the dignity of every individual and provide equal opportunity
4. Provide academic freedom to Faculty in pursuit of excellence
5. Celebrate excellence in education, thought leadership, policy and social impact
in an inclusive and diverse way
6. Prioritize quality over quantity in both education and thought leadership
Guiding Principles:
1. Preserve intellectual autonomy by ensuring long-term financial sustainability
2. Strive to achieve a fair balance while responding to the expectations of various
stakeholders.
Our Comments
We consider the vision enunciated by IIMB to be aspirational and aimed at doing the
maximum for the constituents. The vision which is comprehensive in scope appears
to be aimed at providing the resources and freedom to the leadership and faculty of
IIMB to undertake research, academic programs and extra-curricular activities that
can help create a congenial and professional climate and eco-system for developing
Performance report – Programs and Activities of IIM Bangalore

10world class managers and leaders for Indian industry as well as internationalorganizations and path-breaking research.
IIMB’s mission provides it the impetus to emerge and maintain its status as both anational and global leader in management education and the thought leadership forall sectors with a view to be socially relevant.
In our view the values adopted by the Institute cover all the important aspects
necessary for a top-level management institute with the goals of research leadershipand educational excellence.
We note that the Guiding Principles as enunciated are critical because long term
excellence is closely linked with intellectual autonomy and financial self-reliancewhile having to sometimes balance conflicting obligations to IIMB’s key
stakeholders. Key IIMB stakeholders include industry, the government and public
enterprises, (which recruit IIMB graduates, depute their managers for executive
education, and offer consulting projects), civil society, as well as the Institute’s
students, alumni and faculty.

V. Evaluation Process
Evaluation of the Institute’s performance would have to be done with respect to theobjectives adopted by it as well as keeping in mind the objectives stated by the GOI
in the IIM Act 2017. The objectives adopted by the Institute are generally consistent
with those stated in the IIM Act 2017. It may be noted that IIM Act 2017 has a larger
number of objectives which an institution may find difficult to pursue simultaneously
without compromising its achievement on one or more of its key objectives.
Therefore we believe that IIMB has adopted some of them which in its opinion it
could pursue with vigour and would take them toward their goals. As a result, it islikely that some other objectives may have necessarily received less importance inthe past which needs to be highlighted for course correction.
While evaluating the performance of IIMB, we have considered the major academic
and executive programmes as well as the important centres of excellence and otherco-curricular activities and organizational processes that in our view have a bearing
on the overall performance of IIMB.

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VI. Overall Assessment
IIMB has over the years established itself as one of the leading institutes for
management education, not only in India but also internationally. Today there are
20 IIMs and approximately 3500 management schools including university andtechnical institution-based management schools in the country. Within this large
management education ecosystem, IIMB stands tall. Having been established in1973 as an autonomous and independent standalone management institute it was
the third institution in the IIM family and belongs to older generation of IIMs thoughalmost 15 years younger than IIM Calcutta and IIM Ahmedabad.
Management Education
The first batch of the two-year full-time Post Graduate Programme (PGP)
graduated in 1976. The public sector, the 'commanding heights’ of the Indian
economy at that time, provided employment to many of the graduating students,
as did the private sector. From the mid-1980s, the Indian economy started to open
up to foreign investment. IIMB kept pace with the changing environment and bothcourse content and placements started to reflect the new reality, with IIMB
students increasingly finding careers in the private sector. By the early nineties,
with the advent of liberalisation and globalisation, IIMB had become closelyaligned to the demands of industry. This was an organic change brought about
by the evolving economic scenario and demonstrates the Institute’s ability toadapt to the demands of the times.
The Executive Post Graduate Programme (EPGP) was launched in 2009 as anintensive one-year full-time master’s programme designed to train and nurture
leaders to handle responsibilities at senior management levels.
Over the years, IIMB’s market-orientation has increased, while its interest in the
public sector has been re-oriented through the IIMB Centre for Public Policy(CPP). Among management schools today, IIMB possibly has one of the mostdiverse and balanced portfolio of activities, catering to the needs of the private,
government and not-for-profit sectors.

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As a result, IIMB has built a body of knowledge in social sectors such as healthand education and has worked with Indian and international agencies in the areaof public policy and development. In 2000, the Institute set up Centre of Public
Policy (CPP) with funding from United Nations Development Programme (UNDP)
and Government of India. In 2002, CPP launched the first master’s programme inIndia on public policy and management, the Post Graduate Programme in Public
Policy and Management, or PGPPM, which currently confers the degree ofMaster of Management Studies (Public Policy). At the request of the government,
PGPPM is currently being redesigned as a modular hybrid programme which will
be partially delivered online.
IIMB has received several awards and recognitions, both nationally andinternationally, which bear testimony to IIMB’s premier positioning in India and its
stature in the international markets. Some of these recognitions include: Being considered to be among the top three IIMs. In some of the years it haseven been ranked higher than the other two older IIMs IIM Ahmedabad andIIM Calcutta. IIMB has been consistently rated by stakeholders as being
amongst the top three management institutions in recent national surveys.
 During 2016 to 2020 the National Institutional Ranking Framework (NIRF),
developed and coordinated by the Ministry of Education, Government of India
has ranked IIMB among the top two management institutes in India. It has
been reported that all centrally funded institutions, including central
universities, IITs and IIMs, participated in the ranking.
 In 2020, as per the Financial Times ranking surveys:
i. IIMB’s one-year full time MBA is ranked at No. 35 globally and No.2 inIndia in the MBA category.
ii. The two-year full time MBA is ranked at No. 36 globally and No.3 in the
Masters in Management category.
iii. Overall combined ranking of IIMB’s Executive Education Programmes
is No.45 globally.
 IIMB has been ranked the top Indian B-School in Business & Management
Studies, in the QS World University Rankings by Subject, 2021, for the third
consecutive year in succession.
• IIMB is among the top 30 global B-Schools in the Positive Impact Rankings,
2020
 In 2020, for the twelfth consecutive year, IIMB was ranked the BestBusiness School in Central Asia by Eduniversal, Paris.
Performance report – Programs and Activities of IIM Bangalore13Final Placement of Students
An important parameter for the relevance and overall quality of such a prestigious
programme developed managerial talent for Indian and global organizations, is the
final placement of its students. During the last 5 years the students of IIMB’s 2-year
full-time MBA programme have been placed in organizations operating in the
country as well as abroad. As reported by IIMB, 100 % of all eligible 2-year PGP
students were placed through the Institute’s placement office. Most students wereplaced in organizations in India; however, many students were recruited byinternational companies and a small number of students secured international
postings. These figures speak to the success of IIMB in meeting the managerial
talent needs, especially in India.
We note that the placement of students of the one-year full time executive MBA
programme was also commendable with 90% of the batch being placed before theConvocation. We understand that this compares well with placements of executive
MBA students in top institutions within the country as well as in the USA and Europe.
It is worth noting that the placement activities are driven by a student committee witha faculty placement committee advising them. The Placement Office has a limited
number of staff to help the students. Most students were placed in organizations
within the country; however, several students were recruited by international
companies. Approximately 4% of the PGP students secured international postings.
Given its goal of internationalization perhaps this figure needs to be upped
significantly. The system of the students driving the placement process in the 2-year
full-time PGP has worked well so far. It being a 2-year programme and the size ofthe batch being large the students have been able to do justice to their studies whileat the same time spending significant amounts of time on placement activities.
Placement of students of the one-year full time executive MBA programme was alsocommendable with 90% of the batch being placed before the Convocation. This
compares very well with top institutions both within the country as well as in the USA
and Europe. As conveyed by the students of this programme during our interaction
they find it very difficult to do justice to their studies with the pressure of placement
activities. This is exacerbated by the much smaller size of the batch. IIMB may liketo explore ways of responding to this issue which is important given its focus on thequality of education and the learning process.
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Research
On the parameter of research, IIMB has done well in recent times. The focus on
research is relatively new. The new emphasis began about 10 to 12 years ago. As
stated in its vision and mission statement, IIMB’s strategic intent is to simultaneously
achieve excellence in teaching as well research. In the first four decades of its
existence the emphasis was on achieving teaching excellence. The change in focus
that began a little more than a decade ago may be attributed to the leadership at thattime as well as the Ministry of Human Resource Development’s (MHRD) nudging.
Around the same time, the MHRD started giving a lot of emphasis on research andexhorted the institutions to adopt a Performance Management System in order toincrease faculty productivity in teaching as well research. To provide a fillip toresearch, the MHRD called on the IIMs to start the Pan IIM World Conference. In
2013, the first such conference was conducted by IIM Calcutta with the financial
support from the Government.
As reported by the Institute, faculty members of IIMB publish academic as well aspractice –oriented papers on both academic and applied topics, employing a varietyof research methods including empirical, analytical, experimental as well as
qualitative approaches. The publications cover a broad array of topics that spantheoretical to practice oriented; and local, national and international issues. The
subjects that IIMB faculty members have published papers on vary from corporatesocial responsibility, entrepreneurship, financial risk management, health care,innovation, manufacturing, service excellence and supply chain management, etc.
We next briefly discuss the research productivity of IIMB faculty based on dataobtained from IIMB. On the positive side, the quality of publications by IIMB faculty
seems to be high. Over 67% of IIMB’s publications feature in the top quartile of the
Scopus Cite Score. Specifically, we note that the quality of publications has
improved significantly over the last five years in terms of the percentage of A* and A
journal publications from 30% to over 60%. However, in terms of the number ofpublications, we note that there has been a decline from 60 in 2016-17 to 48 in 201920 which has subsequently improved to 54 in 2020-21. We note that this is not
surprising given the increase in the quality of publications, as they take more timeand effort. This is a trade-off that we consider to be worthwhile to improve theresearch prominence of the school and we will discuss this more in ourrecommendations.
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There has been a very significant decline in the number of books published by IIMB
faculty from 13 in 2016-17 to 1 in 2020-21. We note that this is a trend that is reflectedin publication practices in business schools in the USA And Europe.
Faculty members vary in terms of interest in teaching and research. There are somefaculty members who are absolutely wedded to achieving teaching excellence but
may not be so strong in research and others who are excellent researchers but
average teachers. The Institute wants faculty members in general to be strongly
research oriented but at the same time does not want the quality of teaching to
decline. Teaching is a very important aspect of the Institute’s founding purpose. A
very large part of the financial resources of the Institute is generated throughteaching in the degree/diploma programmes and executive development
programmes. Therefore, any deterioration in the quality of teaching indegree/diploma and executive programmes would have a deleterious impact on thefinances of the Institute. This may be achieved by devising an incentive schemethat gives importance to both teaching excellence as well as research excellence
and giving the option to the faculty members to choose the track they would like to
be in. The practice of appointing people with significant industry experience as“Practice Faculty” as a faculty category has started getting accepted and adopted
by IIMB as well as some of the IIMs. This practice may be strengthened in theInstitute.
Developing Management Scholars and Educators
As key part of developing and championing thought leadership is thedevelopment of management scholars trained in producing high quality research
publications and excelling in management education. IIMB’s faculty are playing
an important role here as well.
The IIMB Doctoral Programme was launched in 1976, and later extensively
reviewed and strengthened in 1998, 2009 and 2015. Originally titled the Fellow
Programme in Management (FPM), it was recognised as equivalent to a PhD
degree by the Association for Indian Universities (AIU) and All India Council for
Technical Education (AICTE). The alumni of the Doctoral programme are serving
as faculty in several IIM’s and IIT business schools as well as reputed Private
business schools and the corporate sector.
Performance report – Programs and Activities of IIM Bangalore16Centres of Excellence- IIMB has taken a proactive position and launched several centres of
Excellence (CoE) which are relevant in the field of Management Education.
- Many of the centres have active connect with the Industry and are engaged
in Consulting projects for the Industry- CoE’s are being reviewed by the Director of the institute regularly.
- Branding of the initiatives and ensuring the position of Thought leadersneeds to be focussed on.
Overall Centres of Excellence - Top Quartile
Centre of Corporate Governance & Citizenship- Has been a pioneering effort from IIMB.
- Linked to the Industry but no evidence to support that they have the role ofa Thought Leader.
- With Governance becoming important need to focus on Research andbecoming a resource base for companies beyond Top 200. This can help
drive Governance standards across the Board.
Centre for Capital Markets & Risk Management- Many of the constituents of this COE have existed for a long time. During
2009-10, these were integrated and the current Centre was launched.
- They work with the Market regulator on Investor Awareness and helping
raise knowledge of retail investors. This is very important in the context of
the increasing role of retail investors in the market.
Centre for Software & Information Technology Management- Key area for IIMB. Bangalore as a location also provides opportunities forunderstanding trends.
- Centre is aligned with trends and also connected to Industry. Need to workon how to leverage expertise built to impact Industry
Centre for Teaching & Learning- Very key initiative to build high quality capacity- Evolving key Interventions to achieve this.
- Needs support & resources to start proactively develop approaches andsolutions

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Supply Chain Management Centre- With Manufacturing gaining prominence and with diverse Supply Chains
this is emerging as a key area.
- Saw evidence of Collaboration with Industry- Industry expecting more agility and thought leadership. Huge opportunities
to emerge as a Thought Leader in this space.
Mizuho India-Japan Study Centre- Unique initiative of IIMB
- Saw significant work with Partner country Japan and enabling two-way flowof knowledge and experience.
- Need to drive collaboration and share learnings with mainstream more.
Israel Centre- Unique initiative of IIM Bangalore- It is a market where collaboration will drive outcomes- There is a lot of interest from the Companies which are mid and small tounderstand how to leverage capabilities of Israel.
- Need to think thru a comprehensive strategy on how to leverage the existing
foundation.
Centre for Entrepreneurship ( NSRCEL)- Amongst the most advanced CoEs and in an area where impact can besubstantial.
- Has created a good foundation and works on key projects.
- Impact in the Start-up ecosystem across the country is being attempted- With the location advantage should plan aggressively for becoming a
Thought Leader in this space.
Next Generation Education Initiatives ( MOOC)- IIMB has been a pioneer in adopting MOOC as an approach for delivering
Management Education.
- Has created excellent content and recall amongst students.
- While initial thrust has been there, the direction and maintaining leadershipis under threat due to talent retention risk. This needs to be focussed on.
- Vision of Chairperson of IIMB is how to use this capability to makeknowledge accessible to a large mass of people. This needs to be actioned.

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Board Governance and Interactions- Board selected with a well laid out process. Has a diverse mix of Industry,
academicians, Alumni etc.
- Chairperson has been very engaged in setting directions and driving new
initiatives ( eg Undergraduate programmes).
- Relations with Key stakeholders like Central and State Govt has been very
cordial and these augur well for the Institute.

Competition in the National Market
As the above highlights indicate, the programmes offered by the IIMs are
considered the benchmarks of management education in India, with quality being
defined by clear, up-to-date curriculum, pedagogy and teaching material, peerreviewed courses, a stringent admission processes, and robust norms forpromotion and graduation.
IIMB’s competitors are manifold; however, the Institute’s focus is on a smaller
number of the top-ranked Indian B-Schools. In the PGP (i.e., the two-year MBA)segment, IIMB competes for students and faculty with IIM Ahmedabad (IIMA) andIIM Calcutta (IIMC). The Indian School of Business (ISB) is also a significant
competitor vis-a-vis attracting faculty, and more so on account of its growing
reputation in research and publication. Owing to the superior quality of faculty
hired in the recent past, IIMB arguably has one of the best management facultyin the country.
IIMA and ISB are IIMB’s major competitors in the EPGP, one-year full-time MBAsegment. The PGPEM (the Post Graduate Programme in EnterpriseManagement) and PGPPM (the Post Graduate Programme in Public Policy andManagement) encounter some competition in this space from ISB; however, the
IIMB PGPPM scores on account of first-mover advantage and therefore, higher
market reputation. With respect to IIMB’s doctoral programme, IIMB’s Indian maincompetitors are IIMA and IIMC.
In the executive education market, IIMB encounters competition primarily fromIIMA and ISB, though IIMB is the clear leader in terms of the number ofparticipants covered and in terms of international ranking for Executive Education

Performance report – Programs and Activities of IIM Bangalore

19(FT rankings). Increasingly, reputed foreign schools have begun to address the
Indian executive education market, especially targeting firms that have a global
presence as well as in the customised programmes segment.
IIMB regularly assesses the requirements of the job market. The job market for
its students is diverse – large Indian firms and multinationals (for both global andIndian placements) for PGP and EPGP participants, and government and global
agencies such as the UN for PGPPM students. Start-up companies have also
hired IIMB students in the recent past. IIMB has a dedicated placement office,titled the Office of Career Development Services (CDS), that interacts with therecruiters, managers placement activity and provides recruiter and market
feedback to students and faculty.
IIMBs’ International Markets and Competition
IIMB (and most IIMs) traditionally admit candidates from India or Indians living
abroad. In the last few years, with encouragement from the MoE, IIMB has
adopted a more aggressive strategy to admit overseas students with goodinternational experience to its programmes. IIMB participates in some locationsof the QS World MBA Tour in addition to advertising in select global magazinesand newspapers. In future, a significant strengthening of this trend is expected.
Approximately one-third of IIMB students participate in its overseas Student
Exchange Programme each year (except in academic year 2020-21, owing to
COVID restrictions). IIMB partners with several global schools and firms to deliver
executive education for their students and executive participants.
Leveraging Locational Advantages of Bangalore
By the late 1990s, Bangalore had moved into high gear as the information
technology capital of India, becoming the preferred city for software companies,
both Indian and multinational. Anticipating the need for talent in this new
economic sector that was growing exponentially, IIMB launched the Post
Graduate Programme for Software Enterprise Management (PGSEM) in 1998. It
was a weekend post graduate diploma programme that catered to the specificneeds of mid-level and senior professionals working in the software and IT
industry in India, transforming engineers into managers ready for bigger roles intheir respective organisations. The course design, as well as student
Performance report – Programs and Activities of IIM Bangalore20

participation, was directly aligned with the needs of IT industry majors, whosponsored their employees for this programme. Based on feedback fromparticipants and the industry, this programme was relaunched as the Post
Graduate Programme in Enterprise Management (PGPEM) in the academic year
2014-15 to enable the participation of professionals from other industry
segments.
Support for Socially and Economically Disadvantaged Students
Indian Law provides for affirmative action for students who come from sociallyand economically disadvantaged backgrounds. The Institute reserves seats forstudents from Scheduled Castes (15%), Scheduled Tribes (7.5%), Other
Backward Castes (27%), Economically Weaker Sections (EWS 10%) and for
Persons with Disabilities (5%) in the PGP, PGPBA and Doctoral programmes. In
addition, IIMB’s financial support policy ensures that all meritorious students can
successfully participate in their chosen programme irrespective of their financial
background. About 13% of PGP students are provided financial support totaling
about INR 56 million.
Doctoral students are provided liberal financial support for five years of theirstudy. Students are completely supported and do not require to pay tuition fees.
Students receive a monthly stipend, a laptop, and other resources. Corporate
funds are also allocated to such students; for example, the Tata Chemicals
Fellowship is reserved for students in reserved categories.
Planning for Growth
In late 2007, the Board supported a visioning exercise that led to the developmentof a Long-Term Vision for IIMB. Originally adopted in January 2009 andrepurposed in 2018, the IIMB Vision document clearly sets out a road map forfaculty development, research-orientation, programmes and courses,
infrastructure, international partnerships, and administration, as it aspires to be
counted amongst the top management institutions in the world. The IIMB Vision
document has been widely disseminated within and outside the Institute.
The last five years (2016-2021) have witnessed changes in terms of access tomanagement education (growth in terms of number of students, faculty andrevenues), the quality, quantity and nature of contribution (in research andPerformance report – Programs and Activities of IIM Bangalore21

engagement with the deeper issues facing India), sustainability of institutional
agenda (installation of programmes of improvement, acquisition of additional landand planning of activities in the new campus, construction of new facilities),
participation in nation building (offering programmes required by the nation,
research on issues of concern to India, mentoring of a new IIM), and engaging
with the world (partnership with schools globally, and the MOOC partnership with
EdX.
Summary Assessment
We next discuss IIMB’s strengths, challenges, and opportunities based on
external committee’s meetings with key IIMB stakeholders.
Strengths
1. IIMB has a strong and independent board of governors headed by a verystrong and committed Chairperson, who appear to be fully engaged in thegovernance of IIMB. We applaud IIMB’s ability to engage such a stronggroup of influential business leaders in its governance.
2. There is a strong foundation of investments for excellent management
education and thought leadership in IIMB which augurs well for IIMB. These
investments include investments in physical infrastructure, qualified andwell-trained faculty and staff members.
3. IIMB’s design of its various programmes including their content is broad,current, and leading the frontiers of management education. Specifically,
there is a significant component focused on ethics, responsibility, andsustainability, emergent areas for today’s managers.
4. IIMB’s students across various programmes are satisfied with the quality ofeducational experiences and will be strong brand ambassadors for it.
5. An effective transition was achieved during Covid from a purely in-classmode to a hybrid and online mode, a capability that we consider to have thepotential to be leveraged further to increase IIMB’s research.
6. There is a strong organizational culture of IIMB faculty and staff stepping up
to fulfil various (out-of-role) service and leadership roles, which speaks to agood organizational climate, crucial to attracting and retaining talent andcrucial to its future success.
7. IIMB’s reputation as a leading business school both internally in the country
and externally among various rating agencies is strong suggesting that its
Performance report – Programs and Activities of IIM Bangalore22

work, and especially its alumni have been trained and are excelling in theirpositions.
8. IIMB’s research standing has improved significantly, suggesting that there
are opportunities to further attract scholars, both in the country and globally,
which can, in turn, create a cycle of productivity and scholarship. In thisregard, we note that IIMB’s research faculty are provided competitive
incentives to publish in top tier journals, resulting in very strong research
productivity metrics.
9. IIMB’s early focus on public sector management is a key strength in its
organizational DNA which allows it to be able to serve the managerial talentneeds of managers in sectors outside the traditional corporate sectors,
served by other business schools in the country.
10. IIMB’s alumni (The Institute has more than 24,000 alumni as of 2021)
who are in well-placed leadership positions in national and international
companies, both in the country and globally, express deep pride in IIMB
and are an important resource.
11. IIMB has a strong culture of research excellence centres which enable it toconnect to the eco system of social entrepreneurs and technologists
allowing it to fulfil its obligations to its stakeholders.
12. IIMB has established key partnerships with organizations in its goal ofinternationalization including Israel and Japan.
13. The city of Bangalore with its explosive growth, especially in thetechnology and entrepreneurship sectors, is a key strength which adds tothe above innate strengths. The city-business school combination (similar
to Stanford Graduate School of Business in Silicon Valley) gives it, we
believe, an immense strength over other business schools in India,
including IIM Ahmedabad, and IIM Calcutta. This includes access tostudents who may be interested in staying in Bangalore beyond theireducation, access to employers, both domestic and international, and topart-time and full-time faculty talent with experience in Bangalore’s thriving
industry.

Performance report – Programs and Activities of IIM Bangalore23

Challenges
1. To stay competitive as an excellent centre of management education andmaintain its strong position both in India and worldwide, it is important for IIMB
to continue to invest in the state-of-art technologies, including for teaching andfor its faculty and staff. These call for substantial recurring investments.
2. As the education needs of managers will continue to evolve to keep pace withchanging environmental trends, IIMB has to invest in refreshing its materials
and teaching pedagogy to ensure that it meet the goals of its various
constituencies, especially students.
3. There is a need for resourcing for leadership and staffing so that IIMB faculty
and staff do not feel fatigue, a factor that can affect employee satisfaction andretention, and hiring in the future.
4. There is a challenge of securing qualified (and diverse) talent, both for faculty
positions and doctoral programs, given the thin pipelines of students for PhD
programmes. This will have adverse consequences for diversity of faculty in
IIMB in the next few years. We note that this is a challenge faced by otherhigher educational institutions in the country.
5. IIMB has had 5 Directors in 10 years. Also for significant periods the Institutewas headed by In-charge Directors. For an institution of the complexity of IIMB
which is an Institute of National Importance such a situation does not speak
well about the governance process. Also two Directors had very short tenures.
It is recommended that advanced planning be done at least a year prior to thecompletion of the tenure of the incumbent Director.
6. The Centres of Excellence in general have had a mixed experience barring
perhaps one or two centres. We believe that a change in the organizing
principle may improve the outcome. We got the impression that thechairpersons of the centres have very short tenures of 2 years which is very
inadequate. The COEs in our view should be led by faculty members who are
passionately interested in the centre’s work and the tenure may be for a periodof 5 years which may be renewed depending on the performance and interestof the concerned faculty member. The COEs must have competent officers
who may be given appropriate powers so that he/she can take on much of theadministrative load and the faculty Chairperson may essentially provide
academic leadership. An appropriate incentive scheme may be devised to
reward high performance.

Performance report – Programs and Activities of IIM Bangalore24

7. Discussions with the faculty, the Deans and the Director revealed that thefaculty in general do not like to be involved in administrative work andtherefore it is difficult to find faculty to man the academic administrative
positions. Additionally faculty with effective skills are small in number. Oursuggestion is that the tenure of area chairpersons and academic programmes
be increased from the present 2 years to 3 or 4 years. This will reduce the timethat the Deans and Directors spend every two years to find suitable persons
for these positions. Also this model will help in the development ofadministrative skills of the chairpersons.
8. IIMB faces faculty resource constraints for EEPs. To augment the faculty
resource to lead executive development programmes IIMB may
systematically and pro-actively contact retired faculty who may have thecapability and interest to lead and teach in EEPs.
Opportunities and Recommendations
Below, we discuss the opportunities we see for IIMB along withrecommendations to leverage these opportunities. We consider theserecommendations for the short to medium term (3-5 years).
1. Continue to innovate in programmes for the full time PGP and otherprogrammes. This can include changes in curriculum and teachingpedagogies including the use of learning technologies to expand the scopeof offerings to larger more diverse audiences than traditionally served. We
consider that there may be substantial opportunities in this space.
2. By 2040, FT estimates that Asian nations are projected to constitute 50%
of GDP and 40% of consumption globally according to a pre-pandemic
study by McKinsey. This re-set has made graduate business educationa priority. Among nationals, an MBA from an Asian school reflects amastery of fundamentals and a readiness to shoulder bigger
responsibilities. For international students, studying in Asia is aninvaluable immersion in area practices and languages – not to mention achance to build networks. IIMB can position itself to leverage thisburgeoning opportunity in Asian nations.
3. Continue IIMB’s emphasis on senior management education for nontraditional sectors including healthcare, public and non-profit sectors where
IIMB has a wealth of expertise, because of its history.

Performance report – Programs and Activities of IIM Bangalore25

4. In particular, we see a tremendous opportunity to increase the management
education footprint of IIMB beyond traditionally served sectors, with a view
to increasing the accessibility of management education to under-served
sectors such as health care, urban transportation, railways, retailing, food
distribution etc. not only in the country but also in adjacent countries
including in East Asia, Middle East, and Africa. We believe that this is now
more easily possible with the availability of online educational tools, such
as Zoom, and the possibility of exploring asynchronous teaching modalities
which will eliminate boundaries of time and geography.
5. Continue to foster a strong research environment that values publications
in top-tier research journals. This is important to continuing to attract strong
scholars to IIMB, who will in turn, be in the classrooms, training students,
including PhD students. They could explore research partnerships withmanagement scholars (including from the large Indian diaspora) to foster
further research productivity.
6. Invest in the development of a pipeline of PhD applicants by doing somedevelopmental work in attracting students and training them for researchand teaching. This will not only benefit IIMB but also enable it to play aleadership role in the development of management educators in the
country.
7. To enhance the thought leadership impact of IIMB faculty, it may be usefulfor IIMB faculty to write books based on their research to disseminate newideas, frameworks and insights to the managerial audience to positively
influence the practice of management. In fact, books that aim to translate
research based ideas into practice are equally valuable. Also faculty may
be encouraged to write “opinion pieces” to propagate novel ideas. Perhaps
using the services of IIMB’s communications and public relations office.
8. Toward increasing its globalization, continue to seek collaborations withbusiness schools in the Asia Pacific, Middle East, and Australasia regions
to engage in global executive education which will increase IIMB’s
management education footprint in the region.
9. Enhance research collaborations with scholars in different businessschools in the country and in the USA and Europe. With the advent of Video
Conferencing technology, this can be achieved at much lower costs thanpreviously possible. We consider this to be a low-cost way to increase
collaboration, leading to increased globalization foot print, in addition toenhancing research productivity of IIMB faculty and its PhD students.
Performance report – Programs and Activities of IIM Bangalore

26

10. Build stronger connections to the large number of IIMB alumni andcorporate and government partners who have strong linkages to IIMB. In
particular, some emphasis on fund raising from alumni who are able andwilling to contribute will be a good way to raise funds to make investments
in research excellence, centers, and capital projects (with potential fornaming buildings etc. after donations).
11. Seek to establish greater connections by “opening the doors” of IIMB to
Bengaluru community of managers, entrepreneurs, and policy makers
across diverse sectors including healthcare and technology sectors. In
addition, we note that there are many global companies with substantial
operations in India, which may represent an opportunity for IIMB toestablish a relationship, building the way for internationalization.
12. Focus more on improving the brand and getting more International in
outlook and thought- IIMB should make a conscious attempt recruit diverse
faculty from overseas to enhance the diversity of teaching faculty. To also
gain global acceptance the Institute should make efforts to recruit highcalibre overseas students and this will help in enhancing student diversity
13. There appears to be an opportunity to breakthrough in executive
education, where it appears IIMA and ISB, may have an advantage withsenior leadership education. We see this as a potential opportunity for IIMB
as it can provide IIMB faculty and leadership the gateway to strong
relationships with companies in the country and perhaps even in the larger
Asian and Middle Eastern market (where there is a large Indian diaspora inmanagerial and leadership ranks). This will require some market sensing
and engagement of faculty and perhaps even modifications in the
incentives to faculty for development, engagement, and participation in
IIMB’s Executive Education Programme.
14. Another opportunity is the enhancement of staff morale and culture. We
hasten to add this is an issue for many higher ed institutions, moregenerally, but especially following Covid-19. Staff support is crucial for the
success of IIMB. While pay scales are constrained, perhaps, IIMB
leadership can take some actions (in addition to those already in place,which may not be adequate) to enhance the professional climate for staff(e.g., flexibility in operations, crafting job descriptions, job rotation, careerplanning etc.).
15. Implement Research Excellence and Teaching Excellence as two career
progression tracks for the faculty with appropriate incentives that respect
Performance report – Programs and Activities of IIM Bangalore

27

and reward both the tracks equally. However, ensure that the Teaching
Excellence track faculty also get involved in limited research activities.
16. Introduce research funding policy to encourage large and interdisciplinary
research projects that have high impact potential with appropriate
incentives. Simultaneously design and implement appropriate system forproviding financial support, mentoring, oversight and recognition.
17. Identify sectors and functional areas that have high impact potential andwhere the Institute’s faculty have strong research interest and provide
necessary resources and the required attention.
18. Develop a few areas that would help IIMB to create distinctiveness or asource of differentiation.
19. Increase the tenure of chairpersons of COEs to 5 years which can be
renewed depending on the interest and performance.
20. Increase the tenure of Area Chairs and Programme Chairs to 5 years.
21. IIMB should systematically identify the right retired faculty and encouragethem to get involved in teaching in degree and executive programmes.

-------------------------------------End of Report----------------------------------------

Performance report – Programs and Activities of IIM Bangalore28

Appendix- date-wise meetings of the Review Committee team with constituencies
of IIMB (IST times indicated):
Zoom Meetings:
1. Director and 4 Deans - Jan 29, 2022, 9 AM
2. IIMB staff leadership – Mar 25, 2022, 7.30 PM (Head of General

Administration, Head of HR, Head of Finance, Senior Manager- HR, Headof Executive Education, Head of Communication, Head of Marketing, Headof Office of Dean (Faculty), Head of Admissions office, Administrative Headof Centre of Excellence, Administrative Head of an IIMB Initiative, Resident
Medical Officer, Head of International Relations, Administrative Officers of
all Long Duration Degree granting programmes), representative from Officeof Dean (Programmes).
3. 2nd meeting with Director and 4 Deans – Mar 29, 2022, 8.30 AM
4. 2nd meeting with IIMB staff leadership – Mar 30, 2022, 08:30 AM (Head ofGeneral Administration, Head of HR, Head of Finance, Head of Executive
Education, Head of Communication, Head of Marketing, Head of Office ofDean (Faculty), Head of Admissions office, Administrative Head of Centreof Excellence, Administrative Head of an IIMB Initiative, Resident Medical
Officer, Head of International Relations, Administrative Officers of all Long
Duration Degree granting programmes).
5. IIMB department Chairs – Mar 31, 2022, 08:30 AM(7 Area Chairs and 4
Centre Chairs-all 11 are Senior Faculty at IIMB)
6. Faculty Development and Evaluation Committee – Apr 5, 2022, 08:30 AM(Dean (Faculty) and Senior Professors who are part of the FDEC)
7. Internal Committee- Apr 5, 2022, 09:00 AM
8. IIMB Student Leadership- Apr 9, 2022, 08:30 AM (Student President and
SAC members)
9. IIMB Alumni- Apr 12, 2022, 08:30 AM (Select alumni from multiple batches)
10. IIMB Board members - Apr 15, 2022, 08:30 AM
11. Partners in the IIMB community – Apr 19, 2022, 08:30 AM
Meetings done in-person/zoom during Review Committee visit to IIMB campus:
Meetings on May 18, 2022:
 Director
 Chairman of the Board
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29






Chair of Israel Centre
Chair of Centre for Capital Markets and Risk Management
Head of Executive Training
Staff Leadership (Head of General Administration, Senior Manager- HR,

Head of Executive Education, Head of Communication, Head of Office ofDean (Faculty), Head of Office of Dean (Programmes), Administrative Headof Centre of Excellence, Resident Medical Officer, Administrative Officersof all Long Duration Degree granting programmes, Administrative Officer ofHostel, Head of construction, Editor of IIMB Journal).

Meetings on May 19, 2022:
 Faculty Leaders (5 Area Chairs, 3 Centre Chairs and FDEC member -all 9
are Senior Faculty at IIMB)
 Person who is dealing with Organization & People development along with
Dean (Administration)
 Director

Performance report – Programs and Activities of IIM Bangalore