South Asian University may take shape in India soon

It is a proposal that proponents of better relations in South Asia would really cheer for. The idea of students from India, Pakistan and the other Saarc countries studying and living under the same roof may sound fanciful at first hearing, but it could very soon turn into a reality For, the concerned governments are in an advanced stage of hammering out the details of setting up a South Asian University. And, in fact, the university could be located right here in India, with the ministry of external affairs making a concerted pitch for it. However, a final decision on the South Asian University is likely to be taken in March, ahead of the Saarc summit to be hosted by India in April. The university is being seen by New Delhi as a way of enhancing regional cooperation and greater integration among the Saarc countries. The idea of the proposed university was mooted by PM Manmohan Singh at the Saarc summit last year. Gowher Rizvi, director of Ash Institution of Democratic Governance and Innovations at Harvard University, was entrusted with the task of preparing a concept note on the university. After intense discussions with stakeholders across the seven countries, it has been proposed that the South Asian University should be set up as a non-profit PPP venture. This seems like an ideal middle-of-the-road option, given the limitations of both state-funded and for-profit private universities.

It has been suggested that while all the governments will have to contribute for the initial funding — primarily capital costs to set up the residential university — once operational, governments will not be required to provide for annual subsidies and grants to the university. To ensure that the university is autonomous and accountable to its board of governors and trustees, the burden of ensuring that the institution is financially viable will rest with the university leadership. While a needs-blindadmission policy and a rational fee structure has been suggested, there are issues that require greater consideration, such as the legal framework for the university. The Central European University (Budapest) and the University of Central Asia (Kyrgyzstan) have been recommend as models for a workable legal framework for the varsity.

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India is Important destination for international job seekers

When Yossi Yehiel, V-P, operations, Tejas Networks, told his family that he was going to work in India, there was a big hue and cry. Yehiel had previously worked for 3Com in Israel where he managed worldwide contract manufacturing business. Tejas needed Yehiel’s expertise to manage its contract manufacturing relationships with global suppliers, a skill that was difficult to find in India. Says Yehiel: “People from Israel usually go abroad to work in the US, the UK or Canada.

But I chose India, because the opportunity here was very good.” A few years ago who would have thought that an Israeli engineer would want to work for an Indian startup. Now, Yehiel says a lot of his friends are interested in knowing about other openings in India. MNCs like Nestle and Coca-Cola have had expats running the show in India for many years. But unlike five or six years ago when expats came in at very senior positions and could only be seen in large global corporations, now they are working in Indian firms, starting businesses and are even joining at middle and entry levels. What’s more they are coming from countries as diverse as Korea and Austria. “There is no need to sell India anymore to expatriates,” says Peter J Leitgeb, president, Hotel Leelaventures. Leitgeb, who has 18 years of work experience with the Kempinski and the Steinberger Group hotels around the world, says: “India is one of the fastest growing economies in the world and offers a great quality of life at very affordable rates.” He says: “An annual medical checkup in India costs $150, whereas in Germany it costs $1,400.” When New Yorker Joseph Sigelman first came to India 22 years ago, things were so bad that he promised himself he would never live here.

Seven years ago, Sigelman, an MBA from Harvard Business School, chucked a well paying job with Goldman Sachs and moved to Chennai to set up OfficeTiger, a BPO firm, along with his Princeton classmate. OfficeTiger works with top 12 investment banks in the world and has grown to 10,000 employees. Says Sigelman: “People ask me why we started OfficeTiger in a conservative place like Chennai. But I find that to be a good trait, it means people are loyal and hardworking.” The present generation of expatriates in India understands the sensitivities and culture much better.

Roy Gilbert, director, online sales and operations, Google India, stumped his Indian classmates at Stanford Business School when he told them he was headed to Hyderabad to set up Google’s operations. Gilbert, a former US Navy officer, says Google looked at several countries before deciding on India. Says Gilbert: “I worked in the Silicon Valley for seven years. But the pace of growth and excitement in India surpasses that of Silicon Valley.” It isn’t just work that keeps the expatraiates happy in India. They spend time in exploring the country and understanding local cuisine and culture.

When Harry Ahn, V-P, IT business, Samsung India, first moved to Delhi, he said he hated the place. Three years later, Ahn says when he went to Korea this time he found himself watching Zee TV on satellite channel. Ahn, who considers the India experience an important milestone in his career, says the only regret he now has is that he can’t spend enough time with his mother who lives in Korea.

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MBAs catch the commodities fever

Management graduates are set to roll up their sleeves and get their hands dirty. And, it is the commodity fever that is causing this phenomenon. Organised retail, FMCG companies, broking houses and old agri-businesses are all hiring management graduates with a modicum of commodity background to hedge their bets. On the other hand, MBAs from international B-schools looking for an emerging market exposure prefer to go rural, says S Siva Kumar, ITC’s e-choupal head. Aware of the talent crunch, most IIMs and reputed B-schools have started courses on commodities and agri-businesses. Simultaneously, MCX and NCDEX have tied up with B-schools to create courses around commodities.

MCX took commodity training to another level by launching VISTAS. Over 450 teams from various B-schools participated in this virtual war. “The new entrants have become institutionalised. Hence, they are looking at a new dimension of professional corporate services to enrich their investments, which are essentially agri assets,” says Joseph Massey, deputy MD, MCX. NCDEX has been conducting 30-hour commodity modules for several management institutes such as Narsee Monjee, Symbiosis, IIM-B and MDI.

If business geeks say that they get their intellectual kick from new markets, then commodities is the fad in Indian B-schools. That has sent commodity exchanges on an overdrive to leverage that casual interest among management students across B-schools. A recent informal survey among IIM-A students threw up startling results. Strikingly, more than 300 students in the random sample of 800 students were keen to board the commodity bandwagon. The faculty was not too far behind. “With the integration of Indian commodity markets with the world and a range of instruments available such as futures and options, the sector has come to offer great scope for professional managerial talent,” says Jayanth Varma, dean & professor of finance, IIM-A. With increasing private sector involvement in the commodities sector, there is a much larger role for corporates to play.

The changing consumption profile from pure cereal to milk and poultry has made commodities more challenging. The sector is increasingly becoming globally-integrated and organised. “Rural has become glamorous with a larger number of management graduates getting attracted towards it,” says Mr Kumar. Incidentally, when the ITC goes to IIMs for hiring, the e-choupal initiative attracts maximum candidates. Sample this: 39% of Food Bazaar’s sales are from groceries. The better the just-in-time procurement and tight supply chain management, the better the bottomline looks.

Essentially, commodity expertise helps with the complex laws and taxation structure of a mandi by managing the supply chain in a retail format. In brokerages and FMCG companies, they assist in hedging and trading activities. “Commodity is an extremely volatile sector and with the lack of talent, there are very few research-based calls made, which result in increased volatility. But, with good money and potential, this sector has become extremely attractive for us,” says Shardul Sharma, who joined Sharekhan as a commodity analyst after his MBA. With global exchanges showing interest in their Indian counterparts, the sky is the limit.

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