A Necessary Condition, but is it Sufficient?

The recent change in our (XIMB) academic system for not awarding specialization has only fulfilled a NECASSARY condition. However, unless some SUFFICIENT conditions are met, we cannot see significant changes taking place in the right direction. The ground reality is that we are still creating conditions that encourage turf war between various functional areas of the Institute. Compare this scenario with the world-class benchmarks of value chains competing with other value chains. Here are some facts about the new world order:
1. Companies are both downsizing and also looking for new recruits at the same time
2. Retaining top performers is a big challenge
3. MBA recruiting now starts at the first year of the two year program (TNIE dtd. 24.12.2001)
4. GE focuses heavily on internship and co-op programs to identify talent (TNIE dtd. 24.12.01)
5. GE "forced" XIMB to evolve a well-considered selection criteria to find the best candidate for their scholarship

As I understand, we moved away from awarding specializations in order to support the future (or shall we say futuristic) needs of the Corporate World. This move was warranted by the requirement for having cross-functional teams supporting the all round development of an organization. However, by merely removing the specialization tags from the transcripts does not mean we have moved to a system that fully supports the cross-functional requirements of the Industry. There is an urgent need to question some old rules that do not fit into the practices of the new economy. These old rules do not create the sufficient conditions necessary to move XIMB to achieving its new goals. Here are some of the old practices that need to be questioned collectively by the Faculty Council of XIMB:
1. Awarding area medals
2. Areas imposing requirements on the minimum number of electives
3. Unknowingly falling into a trap of highlighting the job offers made (or not made) by companies under various functional heads. (This leads to all kinds of in fighting at the end of the placement week.)
4. Not having a formal feedback system and, therefore, failing to properly communicate the company feedback to the right area (and/or person)
5. Forcing jobs on students not having the aptitude
6. Offering electives without assessing the market demand

Such practices have led to all kinds of unhealthy turf wars in the past. Let us rethink how we can integrate the expertise from various functional areas in lending effective support to the whole organization.

Summary:
OBJECTIVE: To effectively support the future objectives of the Corporate World
NECESSARY CONDITION: No Specialization to be awarded by XIMB
SUFFICIENT CONDITIONS:
-Have a robust feedback mechanism (not just the existing course feedback system)
-Eliminate area medals
-Eliminate list of toppers
-Eliminate over-dependence on CQPI
-Move away from a competitive grading system (as it hurts the team culture)
-Create measurement systems based on criteria specified by clients
-Encourage clients to specify selection criteria and not just tags (Dissuade clients from promoting tag values)
-Discourage the use of "tags" within the Institute (Discourage areas from aggressively marketing function specific interests within the Institute)
-Encourage areas to extend domain specific expertise in special cases where global objectives are ultimately satisfied. (Assist companies by seeking out ways for better cross-functional participation in their projects)
-Encourage participative models for finding the right fit with the companies (as regard to our products and services).
-Instead of finding customers for our product let us find the product for our customers (not having the right fit may land under-performers in
-Market the entire batch as being equally good (calls for a overhaul of our admissions process which currently has a significant over-reliance on XAT)
-Go for placements throughout the year (dampens the year-end hockey-stick phenomenon and releases the stress burden on the students along with several other advantages)
-Encourage companies to maximize returns from co-op and internship programs
-Do not blindly emulate other B-Schools (be a trend setter by evolving strategies specific to XIMB)
-Use information technology for quick dissemination of information
-Use IT to cut down the transaction burden and support effective policy formulation.

Acknowledgement:
The title has been adapted from one business novel by Dr. Eliyahu M. Goldratt (The TOC Guru and the author of business novels, such as, "The GOAL" and "NECESSARY BUT NOT SUFFICIENT")

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