Understanding Management Beyond MBA

1. Management – Bridging Knowledge and Practice

‘Management’ as made to be viewed by MBA Aspirants
	Management Functions
	Planning	Organising	Monitoring	Controlling
Areas					Sectors
Production					Energy
Marketing					Agriculture
Finance					Transportation
Systems					Health
HR / OB					Rural Development

In the academic system, for sake of convenience, brevity, professional appeal and structured approach, ‘Management’  is made to be viewed as a perfect structured matrix of Functions, Areas and Sectors; inadvertently conveying a message of perfect fit, formula driven ecosystem, working to mathematical instructions, precision, responses and outcomes; the logic driving this relationships being static and valid for ever. Though this approach makes it easy for the faculty to convey a message for freshers and student community to absorb basic concepts as a starter, create a big picture of what they are getting into; real world of ‘management’ is far from the formula driven; relationships driving the formula approach remaining static across time, space and context. This gap provides a huge vacuum to be filled in the knowledge to practice bridge. In fact, this gap is an enemy within, which we are not conscious of or sensitive to. This write-up attempts to bring to surface this issue under the following  

• Rethinking MBA – MBA MBM SM
• Management Beyond Functional Areas: Production, Marketing, Finance, Systems, HR / OB
• Management Beyond the elements of Planning, Organising, Monitoring, Control
• Management Recognising Self-Management and Systems Approach to Management
• AI vs EI

Management has elements of human emotions not amenable to Artificial Intelligence (AI). Technology can be used to handle logical elements of Management under steady / defined state. Management is a continuously evolving, dynamic, invisible, holistic, unbounded element handling tasks, not something amenable to predesigned logic, with perennial validity, that a machine can handle or programmed for. Some of the key elements discussed are:

• AI cannot handle the emotional / human situational assessment element in Management
• Management styles and demands vary across cultures and contexts
• Leadership is not knowledge in isolation – it is human personality trait complemented by knowledge – deeply ingrained, partially trainable through awareness creation
• Contrarian views on management education, systems approach to understand, analyse, integrate, visualise and act holistically on ‘management’ issues, ‘leadership’ …. self-management, bridging knowledge and practice.

Know Your Enemy Within Bridging Knowledge and Practice Enhance Employability / Realise Your Worth for MBAs / Aspiring MBAs /Budding Achievers – primeconsultinggroup

• Artificial Intelligence Versus Emotional Intelligence (AI vs EI)

I must believe that AI has role to play in scenarios where input – outcome variables and logic are time and situation invariant, clearly known and tested, and there is a situation independent material (not human) relationships among the variables. In real world in real organizational scenarios, EI that is inclusive, situation / context sensitive, recognizes undefinable scenarios, open to accept greyness (not black and white) will prevail over AI. What is probably happening now is the initial frenzy on something that is novel and, business’ overenthusiasm to capitalize on it and the FOMO impact.     

Real world situational assessment and decision making are not mechanistic, driven by formulae. These involve holistic considerations on multiple dimensions that vary from person to person, driven by the individual’s considerations, assessment and confidence to effectively handle outcomes from a decision approach. These are neither programmable across individuals or even homogeneous groups, or even the same person across contexts and time nor can companies set it as a rule for all employees to follow and assess their performance.

AI is primarily driven by machine learnings from past data and assumptions that past reflects the present and future, even if it is dynamic and logic is known. AI only knows the decision outcomes in the past in a context (?) but not its invisible considerations, and it uses this learning to drive decisions in the present and the future that may have different considerations. Even if these considerations or logic were modified for the present context based on changes in the known variables and their values, these are based on assumptions on linkages among considerations and outcomes, and stretching to the present and the past, without really knowing the dynamic interplay across these considerations, their cross interplay varying across contexts and outcomes. There could also be unknown factors playing which was never a stated element in the decision process.

I would say commercial considerations are overplayed and misused to create hype, FOMO, reduce costs, manipulating ones’ psyche and create mass following to celebrate AI, and thereby benefit those in the tech industry as service providers, create mass hysteria among the youth; in particular, to follow the crowd, derive financial benefit from manipulated decisions by the spending / emotionally subjugated population, create an artificial environment.

Natural human decision making is driven by multiplicity of considerations that vary across individuals, age and gender groups, social and economic classes, exposure / education and experience, situational compulsions / considerations, consumption desire and individual choices / preferences / priorities / sheer personal likes and dislikes / demographic, historical, social, ethnic, religious / spiritual compulsions / learnings and on and on. There is no right or wrong in one’s choices except when one indulges in something legally inappropriate in a geographical context. There is nothing to celebrate about AI driving FOMO and behaviour compulsions among the emotionally susceptible population. AI driven by its ability for wider and faster reach, manipulated opinionizing creating mass following anonymously.  It’s robbing the individual of his / her freedom of choice.

AI is however a tool for data mining, examining and exploring associations (not reasoned relationships) as reasoning can only done by human mind not by machines. Machines can only respond to or act on data and logical inputs at a pace much faster than human beings (brain?). AI is a major impediment for genuine unbounded unhindered innovation by virgin human brain.

There is no’ I’ in AI. It’s sheer huge data manipulation through means and logic privy to, suiting interests of a few to enable ‘mind manipulation’, create images of convenience for the masses to suit business / interests of the few; mask access to free information and independent decision making. Technology used for efficiency enhancement is ethical but if under the guise of efficiency enhancement (more profits / orchestrate monopolistic advantages) the invisible larger agenda and outcome, becomes to obstruct free flow of information; obstruct independent decision making by the masses; then technology the ‘AI’ must be viewed through a different glass.

‘AI’ is expressed logical relations that are invariant with time or context or programmed for dynamically varying, that machines can be programmed for. In the higher versions of AI, even the ‘context’ is understood to be attempted to be predefined, but the context of the context itself is dynamic and varying, as global dynamics shift perpetually. ‘AI’ can be deployed in situations where there is a consistent common body of scientific knowledge on the subject of relevance; that define those relations such as: finance, mathematics, statistics, physical sciences, economics et al, but ‘management’ is a topic encompassing all of the above and more, operating in unbounded space; trying to draw boundaries will stifle its relevance / impact.

EI on the other hand is intuitive, undefined / unbounded, not expressed, not transferable, not visible or standardized over time and context, varies from person to person, even from one context to another, even within an individual. One cannot define time invariant rules for behavioural outcomes that are driven by emotions: for instance, love / passion, anger, violence, respect, hurt, perceptions, risk taking, fear of failure; and even for decisions that are driven by multidimensional dynamic contextual considerations, that may not be amenable for defined logical relations.

While individual subject matter analysis and decisions (for instance budgeting, taxation, sales futuristic projections on turnover, profit, income …. ) can be subjected to AI, since there are defined rules and formulae for each, that play on basic data, and also application of growth rates for the future; business decisions on where to invest, when, how much, how ,,, product pricing, HR decisions / policy, production management … are multidimensional in nature and crossing individual subject matter boundaries, where cross-functional considerations, compromises, negotiations and optimisation matter in decision making. Such scenarios are not amenable to AI in their entirety, but AI can be used in a limited sense to dig into potential unexplained invisible associations from simulation of past data, with limited accuracy in predictability! But past data has limitations in arriving at outcomes when contexts vary and human behaviour is involved. For instance, how will one use ‘AI’ for a business decision on investing in fashion, lifestyle products, which themselves are driven by host of factors such as individual tastes, perceptions, desires, beliefs, spending power, awareness, demographic behaviour, peer comparisons driving decisions … that are neither quantifiable nor can be subjected to a sustained logical relationship. Only tool is statistical analysis of the past and projections assuming scenarios stay static … or variations cross-compensate without logical visibility.

All of us have experienced the AI playing, when we call a helpline number and know how frustrated we are, because we don’t get answers to questions that only a human-to-human interaction / communication can convey effectively; and get the response expected. But companies still use it because they save on cost or pass on the cost to the customer (caller) by wasting our time and leaving us frustrated with our issue not being resolved or they do it due to FOMO (fear of missing out) from the crowd or lost opportunities temporarily…

AI also tend to influence our thinking and response because repeated exposure to same stimulus (noise, information, visuals …) can make us believe that, that is the way to be in this changing world; and either we change our behaviour or we fall into depression (I know psychiatric cases shared by a practicing psychiatrist on the profile of customers and cases he is made to deal with … thanks to influence of technology on our psyche) – not in sync with peer groups, comparisons, feeling less than others, disconnect between individual perceptions, beliefs and ‘societal’ expectations driven by mass exposure, developing inferiority complex, feeling social isolation.

We should desist the practice of deploying AI in situations where AI is not the most appropriate strategy; but businesses use it either due to pressure to be with the crowd not to be left out or for cost saving considerations, at someone’s cost

Many times misplaced use of AI can lead to disastrous consequences (Google search for chest pain that tells you,  it is a heart attack and ask you to go for open heart surgery, but when you consult an experienced ethical  medical professional who uses the touch and feel as well as a detailed discussion with you on potential associated symptoms, it may be diagnosed as something that needs no intervention and will settle by itself or may need minimal intervention …  the real problem may be something else, but AI takes decisions on stated symptoms it is programmed for … sometimes this connect can be driven by unethical intentions to generate business for ‘medical industry’ built into its programming in a defined boundary. In fact, this can also lead to unethical business strategy of medical profession to indulge in avoidable expensive interventions with long term consequences.

AI is misused in blindly arriving at advisory on investment decisions by stock market analysts (may or may not be with vested interests), simply based on tracking share price movement over a period of time; and making motivated / casual judgments as if price will only move in one direction. But discerning investors know when and how far to take these advices and when to dump them.

Similarly in handling emotional / psychiatric cases one cannot follow a rule or use statistical analysis to arrive at the cause; and advise on right interventions (including behavioural changes where only a one-to-one personal interaction will work). Such personal interactions will address a variety of factors or potential connected factors without a one to one logical or mathematical cause effect relationship; but only a package of behavioural changes including self-introspection will work, may be due to shortcomings in medical knowledge base and ability to translate it into the digital version. Solution to many problems is to be evolved in a holistic sense that may not have a mathematical or known sustainable logical relations or even a one-to-one logical reasoning, but a package of interventions can help (whose internal logical reasoning relationship and quantification are either not known or don’t exist or not yet evolved).

Application of AI or even management theories or principles on a one-to-one basis in real world, is far from ideal. In real world situations, one must look at a situation holistically and arrive at an optimum (not ideal) negotiated solution based on best judgment and collective acceptance.

AI is driven by a mathematically (forced) logical framework based on predefined or imaginary relationships that are time and context invariant, but EI is driven by an inclusive loosely defined, evolving and non-exclusive multivariate relationships; that make the input relationships open ended, subject to interpretation and context variant.

AI as used in performance evaluation, individual assessment, competency discovery and assessment; judgment on individual behaviour based on isolated incidents will do more harm than good, as it can categorise a gem as a trash … driven by mechanistic approach on isolated incident assessment.

We need to be very discreet in taking whatever appears on digital media seriously: waste of time, misleading, distractions and even harmful … It is not the technology but the way it is put to commercial use taking advantage of its wide reach at no cost, in no time and the consequential hype it has driven

Artificial Intelligence vs Emotional Intelligence – primeconsultinggroup

• Talking Straight / Overcoming Fear of Self-Expression

I have had multiple personal incidents where my contextual behaviour was in direct conflict with ‘defined norms’ of conduct as we are trained in a MBA classroom, and in each one of these situations the outcomes were surprisingly positive. Few illustrations

• In a project review meeting to resolve client issues, I, as project leader inadvertently happened to sit on the client side of the table, my team / colleagues reminded me I was sitting on the wrong side of the table. I unwittingly and spontaneously retorted to my team ‘I am speaking for the client’, that set the entire audience into laughter, changed the entire tone of meeting and the client loudly announced the meeting is over ….  No issues. This is contrarian to how we are trained to behave and what AI will take as input for advising what one should do and how one should conduct oneself in different contexts.
• In another incident, where I was in a final deal negotiation meeting with a defence client (30 participants on client side plus the chairman vs two from our side), when the client team commented our manpower estimate was high, I asked them how they arrived at their lower estimate. When there was no answer for 2 minutes from the 30-member client team, the chairman announced the meeting is over and the deal is ours …. My colleague a retd major general got a shock of his life and at the end of the meeting he burst out laughing at the way the proceedings progressed and its outcome
• Another incident when I told the client our company was not interested in the project as we were changing our focus, he asked me if I can do it in my individual capacity, and unbelievably despite my lukewarm interest the client gave me the job in my individual capacity with a bonus payment at the end … All contrarian conduct if one were to follow MBA classroom training. Spontaneity can yield results that may not have any theoretical logic to support

Speaking straight is generally considered as undiplomatic in business deals and can potentially lead to loss of business. I have proved repeatedly that this perception is misplaced, cannot be generalised … what the client needs is those who speak straight, be honest, deliver… and more. Of course this can be context driven, to which one must be sensitive and conscious of.

Most of these incidents lead me to believe that if AI were to be used based on prebuilt logic on the right and wrong of one’s conduct as taught in management programs, I would have lost my job, but reality is totally contrary.

• Redefining Management Education 

The provocative contrarian short book ‘Redefining Management Education‘is a product of Real-world experience of about four decades after a Doctorate in Management, with its intrinsic element of MBA curriculum from a top IIM. Intent of this formal expression of deviant thoughts on management education is not to belittle the value of the course, but to bring to surface its limitations, caveats, application qualification … the scope for revisiting the course objective, content, focus and format, to deliver value in the emerging real-world context of practice of management; including the Technology element; intruding into management space; contributing to misperceptions and undermining value of Management Education. It is equally important to sensitise consumers of AI driven decisions / actions, on what could potentially lie behind apparently innocent decision influencers, delivered through AI.

The objective is to share one’s perspectives based on learning from diverse real-world experiences. The book has attempted to bring to surface limitations of a bounded, logical, convenient, siloed, approved, prescriptive model of teaching to practise management; and the need for a more holistic, open, dynamically evolving model to develop managers for the future. The book highlights significance of some key elements such as Self-management as the foundation of leadership, Emotional intelligence as strategic capacity, Systems thinking and Cybernetic Modelling for holistic approach and inclusivity, Scenario-based learning for adaptive mind-sets, Reflective practice for inner transformation, Pedagogical redesign for immersive, human-centred education; among others.

Most theories get revisited, challenged or rewritten as fresh concepts, fresh considerations emerge and new practices evolve. Many times, this evolution is less documented, till it reaches a level of maturity when practice gets the stamp of theory. The practitioner needs to be alert, to challenge his own understanding.

One learns the art of reaching one’s goal, ingeniously, using tools from formal education or even challenging them. Same tool used differently by equally competent persons turns out different outcomes. Equally endowed persons may follow different trajectories for the same origin destination set, ending up with different outcomes. Both could be successful depending on what one considers to be success.

Redefining Management Education – primeconsultinggroup

•  MBA drama – Self-management, Bridging Knowledge and Practice, Knowing the Rules and Learning the Ropes, Mentoring

Demonstrated experience compels one to introspect if academic credentials drive professional achievement or there are other less understood factors driving one’s destiny. Disconnect between knowledge and performance has been a subject of continuing debate.
 This book ‘Know your enemy within – Bridging knowledge and practice of management’ attempts to unravel the criticality of complimentary / individual factors in determining success. An endeavour to bridge the void between academic standing and real-world demands, the book exposes gaps in application of management theories in isolation and their accelerating obsolescence. The intent is to sensitise students and practitioners on nurturing an open mind on continuous learning, challenging and application of knowledge with contextual sensitivity.

Formal educational system fails to address critical elements essential to effectively put into practice, knowledge acquired from an undergraduate /graduate program. Gaps between formal education and real-world practice are filled by a mentor / coach, on the job, who interprets situations in the context of theories, to carve a judicious just-in-time amalgam of concepts to apply and interpret outcomes. This book is expected to be such a coach or mentor, as a guide and a companion, not a lecturer on theory. An attempt to demystify the role of complementary factors in determining success, the book is aimed at students, graduates, aspiring managers, and entrepreneurs to internalise real world demands / drivers in the practice of management and its finer nuances.

The book chronicles evolution and transitions in management concepts, contrarian views on celebrated theories / models, highlights significance of soft elements, drivers of employability.
This book has gained from handling assignments for MBA students from universities across the globe, three decades of consulting practice, association with management education, management students, employers and those employed and freelancing.

One learns the art of reaching one’s goal, ingeniously, using tools from formal education or even challenging them. Same tool used differently by equally competent persons turns out different outcomes. Equally endowed persons may follow different trajectories for the same origin destination set, ending up with different outcomes. Both could be successful depending on what one considers to be success.

The dis-connect between knowledge and performance is a continuing debate. This book attempts to unravel the criticality of complimentary individual factors over academic credentials; in determining success. An endeavour to bridge the void between formal knowledge and real world, demands on practice of management; the book exposes chinks in application of management knowledge in isolation; and the need to recognise the accelerating obsolescence of management theories. The intent is to sensitise management students and practitioners on nurturing an open mind on continuous learning, challenging, and application of knowledge with contextual sensitivity. Our educational system fails to address the critical elements essential to effectively put into practice the formal knowledge from an undergraduate / graduate program. This book is expected to be a coach or mentor, not a lecturer on theory, not a replacement for textbooks, but a guide and a companion. I hope readers will find value, help supplement the content and educate the author from their own experiences and views.

• Self-Management – An Option / Compulsion / Essential / Imposed / Self-driven; Driving – Perish / Survival / Progress?

Is the Technology and AI driven emerging landscape shifting the attention from Business Management to Self-Management or brought this subject to the surface?

As the noisy AI hype is driving out the ‘MBA’ craze as the sought after intellectual / professional stamping, for career entry / progression, and social status for youngsters; another term is quietly taking shape and occupying top of the mind space; not for its financial value or social status, but as a compulsive drive to promote / maintain personal mental health as well as professional effectiveness for managers. However, this term is not visible on top of the screen in public space, nor would individuals like to discuss this openly, for fear of potential negative typecasting. However, this is the most critical element affecting individual / society’s systemic health, driving overall productivity, internal peace, happiness and harmony at individual and society’s level. Businesses would prefer to stay away from any discussion on this topic as they are unwittingly the driver of this unproductive societal syndrome: particularly the social media and its impact on gullible minds in the formative / progressive years of their career / life.

• Business Management vs Business Administration

What difference it makes? How did the word ‘Business Administration’ evolve? Imported from the ‘West as the Best’ implanted psyche and hence easiest to gain recognition / attention / marketing and boost self-confidence?  Why MBA and why not MBM? Are MBA graduates doing BA or BM? Is the MBM (though the degree certificate is called MBA) affected by developments in AI and technology, and MBA graduates losing their position, societal perception, value, rating, demand … in the employment market / larger society? Should the MBA lead the AI revolution or be a victim of it? Is it because that is the easier path to stardom (big five alumnus / club), they stand (stood?) on a pedestal and would embrace only established brands for convenience or social status, pretending themselves to be ‘a unique superior class  and can be touched only by the big five Consulting firms (considered as the ultimate in career achievement and value for their 30-50L spend on the MBA education)? Are Management Institutes and the ‘MBAs’ underselling themselves as ‘Management Workers’ squeezing themselves into handling programmable repeat jobs that are susceptible to AI intervention, and potentially taken over by machines? Is the problem to do with the education system (including the big, branded ones), the content of the education, mindsets created on the normative rights and wrongs (to do or not to in real world scenario) by an ‘MBA’ in their profession, underselling to handle programmable repeat jobs to claim placement records for program and brand marketing? More than ‘MBA / MBM’, ‘self-management’ must be given significant importance / recognition / consideration in the MBA/MBM education, which is a serious shortcoming. Why is it that despite the high-profile brand of ‘MBA’s we end up with employees and not entrepreneurs from the MBA tribe? Why is it that this highly educated tribe is not prepared to handle dynamic invisible unstructured evolving real-world demands?

I have a book on this larger topic based on my management education, decades of diverse experience including consulting, academics, independent working and understanding evolving development. My argument is focus should be on self-management, systems (inclusive / holistic) approach to management, bridging knowledge and practice, knowing the rules and learning the ropes, role of an MBA in the evolving ‘management’ landscape, is MBA a template to be used in practical management, is education a barrier to enterprise: all contrarian views …. critical incisive feedback / resourceful inputs / bricks/ …. welcome

In this context, I am prepared to providing professional training on basics of management online: basic principles, practices, interconnections, real world working … a micro MBA for those entering the job market and in addition, want to get a sense of how real world organisations work, how to prepare for handling the real world expectations, the connect / disconnect between MBA classroom training and what happens in the world, the idea and significance of self-management, rarely covered in an MBA. This would be ideal for engineering / other graduates, final year students, those wanting to join for MBA.

Value self-management beyond business management through an MBA; my eBooks on bridging knowledge and practice, redefining management education, knowing the rules and learning the ropes, posts on self-management vs business management; emotional intelligence vs artificial intelligence, welcome diversity of views, contrarian perspectives. Posts – Management, Academic Support – primeconsultinggroup; E-Books – primeconsultinggroup

When u try to be different from the noisy crowd after deep introspection, u become the odd man out, a laughingstock, the difficult to deal with guy, rude, not a team player, the ‘keep a distance’ guy … but if u r persistent with what you are and self-confident, u will find the game changes .. the crowd starts looking at u with respect and someone to learn from; it’s just a test of your self-confidence, tenacity and endurance; don’t get over-sensitive or conscious of other’s opinion / perception about u; focus on measurable visible deliverables; your outputs and outcomes will override all external negatives.

• Mentoring

Mentoring has evolved to encompass a wide range of activities where an experienced individual or well-wisher responds to queries, shares experiences, extends moral support, guidance, is non-judgmental and counselling to the mentee as needed. It is a professional space for unhindered sharing of one’s mind; a guarded relationship that goes beyond formal boundaries

Key Characteristics of Mentoring:

• Non-directive approach
• Mentee holds responsibility for the outcomes
• Builds confidence, realism, maximizes potential, develops skills, improves performance, fostering growth and development
• Helps in growing skills, making better decisions, gaining new perspectives on life and career
• The mentor utilizes his/her experience to guide the mentee in their career or life journey
• Acts as a source of moral support, direction and confidence-building

The role of a mentor is to share learnings from accumulated experiences from his/her career and life for the benefit of the mentee; without any obligations or barriers to communication, fostering an unbounded professional relationship. In this ‘mentoring’ dynamic, both the mentee and the mentor respect mutual privacy, gain valuable insights and learning experiences from each other. An educated, experienced, encouraging, nonjudgmental, confidential, compassionate, sounding board to hear, discuss and share experience in confidence; without being judgmental and critical.

Younger minds looking for guidance on their concerns in the workplace, career direction / distractions, evolving meaningful occupational landscape handling distractions, apprehensions, pulls from digital space; need someone to share without being judgmental or potentially misusing openness.

Mentoring – Preliminary Information to Get Interaction Started

Coaching / Mentoring is a highly individualistic / personal exercise. It is essential that the mentor / mentee get to know each other’s professional background and the mentor has a good understanding of the mentee’s personal / professional / educational history; for the exercise to yield expected outcomes. Below is a check list of information that the mentee needs to share with the mentor: to get the dialogue started, for a holistic understanding of issues that need to be addressed during the interaction. Information the mentee considers private need not be shared / can be shared when a reasonable comfort level / confidence is established between the mentor and the mentee. This is a generic questionnaire. Points that you consider not applicable to you may be either marked as NA or ignored  

1. Gender
2. Age
3. Single / Married / …
4. Education, Institution name
5. Family background (parents/siblings; rural/urban/overseas; educational /financial status…)
6. Work / employment history (a short summary to get a sense of the route you have traversed)
7. Critical incidents in life / social / professional / workspace (what comes on top of the mind that you believe has shaped your beliefs, perceptions, convictions, expectations; those you believe contributed to it, people you consider as beacons …. and those who you consider contributed to your distress / discomfort / downfall)
8. Concerns that you have / that drove you to seek external assistance / guidance (mentoring / coaching)
9. Life / Professional Goals (what and where you want to be, why and at what price, your constraints ….)
10. Significant others (people) in life / profession, who you think shaped your life / profession or who you consider are detractors / nuisances / stress factors who you would like to be away from
11. Any conflicts you experience (within workspace / work life balance / work and life ecosystem / social …)
12. Your hobbies / passions: leisure time activities – travelling, outdoor activities, sports, friendship, spirituality, fitness, idea generation / sharing, debates, social media, knowledge / skill development, looking for opportunities, entrepreneurship
13. Are you working for: livelihood, because job requirements sync with your skill / knowledge/ qualification / your intrinsic interest or you are passionate about what you are doing?
14. Who are your social networks (not social media but real): colleagues/ alumni/ others
15. Do you really enjoy your work?
16. Do you believe you are competent on your job; and you are indispensable to your employer?
17. How do you rate yourself in the market for your competencies?
18. Can you live without your job? (competent to find out means of living or other jobs similar or different from what you are doing or job doesn’t matter, you can do without it)
19. What is your own assessment of your position in your organisation? How others (boss, colleagues, subordinates, clients ..  see you?)
20. Do your boss / colleagues rate you high on your technical competence / job performance / other traits even though they may not like you for your demeanour / behaviour in office?
21. What do you think are your strengths and weaknesses that set you out from the crowd?
22. Any other information you would like to share that you believe can help in positive outcome of our interaction
23. What do you expect from the mentor / coach

Information shared as above will be used only for the purpose of a fruitful interaction towards desirable outcome and not disclosed to any third parties.

Mentoring – primeconsultinggroup

•  Management as Holistic Evolving Subject

Management is not a mechanistic machine / rule bound task, but a holistic intuitive one integrating process knowledge with dynamic, evolving external influences less amenable to predesigned logic – Artificial Intelligence …. AI can be applied in scenarios driven by predefined process, logic, statistical considerations … a Cybernetic Influence Diagram (CID) will expose and help explain this truly innovative human / humane approach to handle real world scenarios. Repeated bombarding of AI replacing human beings in real world can forcibly influence human behaviour like advertising does but not a natural fit or evolution

A Cybernetic Influence Diagram showing feedback loops in a Micro MBA employment program. Nodes include training, quality, student confidence, job performance, employer feedback, program reputation, enrolment and training attendance per Student. Positive (+) arrows show reinforcing influences, negative arrows (-) show balancing influences; circular layout with arrows forming loops

A Cybernetic Influence Diagram (CID) is a visual tool used to map feedback loops and control mechanisms within a system, showing how different variables influence one another over time. It uses nodes to represent system elements and arrows to indicate causal relationships, marked with plus (+) or minus (–) signs to denote reinforcing or balancing effects. CIDs help reveal how changes ripple through a system, making them valuable for understanding complex dynamics, identifying leverage points and designing adaptive interventions – especially in management education, mentoring frameworks and employability programs.

‘Education’ / ‘learning’ must come from those who have put knowledge into action, learnt from it and understood the limitations of classroom training. Education, particularly ‘management education’, is going through a fundamental shift – from classrooms with high decibel titles to learning innocuously from educated, experienced, matured trainers who bring in maturity, practicality, cross influences, compromises, realism, currency, limitations, participation and professional knowledge in the process of knowledge sharing and learning …

In the emerging global scenario of ‘disruptions’ from the past in terms of thinking, value systems, desires, goals, mindsets, ways and means of doing; opportunities, drivers of societal status; past knowledge and teachings hold limited value. In fact, it could turn out as barriers for innovation and exploiting one’s own intrinsic capabilities in the present and future. Our education system should help mould productive and constructive mindsets and behaviour; for innovation and entrepreneurship, breaking out of past moulds driven by unproductive societal expectations, being judgmental on setbacks.

It’s time to redefine the role and boundaries of managers in the context of AI taking over predefined repetitive managerial functions. That does not mean the managers / MBAs have no job. It only means that their role now gets redefined as truly ‘managerial’ in the context of serious repercussions from potential errors / limitations / lost business opportunities from technology taking over a ‘managerial’ function or bordering it. Managers’ role now becomes more in system design, to be vigilant, strategic and crucial, in the context of potential serious repercussions from limitations of technology, consequential costs in handling of managerial situations.

Is it time we start thinking on what management is, what should management education be, is there a definition of management that survives all contexts, times, geographies and time zones. How far is ‘management’ taught in management schools relevant, applicable, appropriate, addresses dimensions of ethics, values, fresh thinking? Are management concepts / practices of the 20th century applicable / appropriate in emerging global context? Why do we say one has to think out of the box if what is in the box (management education) stands test of time and context? Why do we create a box and then eulogize thinking out of the box? How do we explain superlative success / performance of ordinary persons (without any formal management education) who have risen from nothing, to create wonders of success?

1. Work Life Balance

This new Gen Zee term sounds a little, misplaced. Does this imply that people consider work as a punishment, a torture, something that one does out of compulsion; and would avoid if one can; something that one can / has to measure on a scale, definable on AI terminology, has definite start and end …. I belong to an era when such terms never existed or heard of … Work is a porous mix of several elements that change over time and context, visualised differently by different people, is different for different persons depending on the profession, role one plays, ones’ position and responsibilities, the size, structure and nature of the organisation and the business / activity he/she is involved in …. One cannot pull up and pull down a shutter that separates work and non-workspace … If someone voluntarily enjoys one’s work, is deeply involved in it, assumes responsibility and accountability for one’s role and position … will never see work as a punishment that one will try to run away from or avoid …. People should involve themselves in activities (work?) they really enjoy doing, are competent or build competence voluntarily, are passionate about it and if so; they will drive themselves to achieve results in the larger interest of the organisation; and will not see it as a punishment / torture or want someone to drive them to and will avoid if they can …

1. AI ML LLM era

Technology is attempting to recreate what independent minds do, in handling complex situations or inducing complexity in situational assessment, because mind is unconstrained, unbounded and can stretch to any extent irrespective of how rich – poor, educated – illiterate. connected or not, powerful, or otherwise, who one is or how one looks … Thankfully thinking is not dollar priced, does not need a H1B … Visa to enter, not even formal education, no approvals, no gender, or age considerations. The AI ML LLM driven feeds are not and cannot be perfect representations of thinking for everyone, all-time. Thinking and action driven by it, are heavily contextual and driven by past exposure, experiences, prejudices, preferences, likes/dislikes; that are not amenable to be structured / defined as norms / digitised. AI / ML / LLM driven content fed to us can be either motivated or vitiated to serve an agenda for someone or driven by limitations. Even if one totally disagrees on the feasibility of digitisation / formalisation / structuring of human mind and its consequential outcomes, it is not going to change the world / practices that have encroached into our personal / professional space, because the ‘masses’ drive outcomes, at least initially till the fad fades out or consequences surface. Unfortunately, by then the damage would have been done. But I can guard myself from pollution or being influenced in my decisions / actions, by actions driven by AI served content. Let’s be vigilant, not run away; Despite world running or made to run after it, I have my autonomy to choose what, and what I want to take from it and what to do with it

1. Doing Business – Knowing the Rules and Learning the Ropes

This short book on Doing Business in India – Knowing the Rules and Learning the Ropes – Navigating the 4Cs – Culture Conundrum Corruption Creativity; is an informed informal practical narrative on the larger ecosystem for Doing Business in India; a democracy that became independent in mid-20th century, that hasn’t fully recovered from the feudalistic hangover, and evolved a character of its own, but still lurks in the shadow of pre independence thinking and practices driven largely by vested interests, who prefer to perpetuate the colonial practices as it suits them, enabled by a large diverse ignorant population with little exposure, who probably believe that is the way to it.

Such thinking and practices have helped evolve a convoluted opaque regressive system that largely provide opportunity for rent seeking and unproductive employment opportunities for middlemen, consultants, fixers and name droppers to navigate the 4Cs.  
The ecosystem is characterised by a conundrum of restrictions, rules and regulations that aid more in creating a web of confusion leaving enough scope for rent seeking for the otherwise unemployable middlemen, bureaucracy, consultants … who add little real value towards the end objective of aiding economic growth and progress; the shady conduct of players that include the cacophony of bureaucracy, middlemen, consultants, entrepreneurs, regulatory agencies. The book attempts to sensitise those entrepreneurs / businesses who want to play the game and exploit the huge market opportunity provided by a democratic system of freedom, poorly satisfied needs, enough spending power and high aspirations of the consuming population. The author believes this short book should serve the purpose of a primer to understand the animal that cannot be ignored; and prepare oneself to tame it before getting too close for comfort. This is a subject never touched upon in an MBA classroom.

This book is a recorded revelation to sensitise aspirants, students, freshers, executives, employers, academicians and even institutions on the huge void to be closed between ‘Management’ as taught under MBA programs (classroom learning) and real-world practice of ‘Management’. Objective of this book is to highlight the need for ‘recognition of the interplay / integrated nature of standalone ‘management’ disciplines in practice, gain insight into cross-discipline influences and ‘contextual considerations’ that drive real world practice of management. ‘Management’ learnt in classrooms unwittingly carries a message that real world of Management practice replicates the ideal conditions / discipline / area approach to manage management problems. Many elements of consideration in real world rarely find explicit space in formal ‘management’ classrooms, are beyond the ‘standalone’ pigeonholes of formally taught disciplines / tools of ‘management’ such as finance, operations research (OR), statistics, economics, mathematics or even digitally driven tools of analysis; that are considered progressive, logical, rational, statistically valid and amenable to mechanical application.

The context of an MBA program has undergone dramatic transformation driven by technology, AI ….  MBA is no more a course teaching students on management processes which are anyway automated. Their role would now be to provide functional knowledge for design of automated processes … but more in decision making in a holistic context … that are beyond the visualisation of technology, exposing students to the complex emerging context of management businesses. Management is not a mechanistic process predesigned to act in a particular way for predesigned situations; ‘management’ is holistic, dynamic, evolving, emotional, judgmental, situational visualisation, creative …… most of these are beyond classroom teaching, but to be learnt from diversity of situational exposure many times undefined or defined differently by different people and acted differently.  

Doing Business – Knowing the Rules and Learning the Ropes – A Systems Perspective – primeconsultinggroup

1. Academic Support

Academic support is not to stifle creativity and learning by giving a complete solution to a problem given; but an intervention that can generate confidence, interest, involvement and debate; so that the learning is more than what was even expected by the question setter. Quality academic support will go beyond the classrooms. It should be handled by people who have the right adequate academic qualifications and diversity of experience to add unique value beyond mechanistic assignment completion. It is an unstated job of a mentor cum academician who can add value beyond a classroom lecture

Academic Support – primeconsultinggroup

1. Philosophical Angle to Management vs the MBA View

Being active, productive, busy, employed …. need not necessarily mean making money by doing something, evaluating everything on its dollar value. Any associated $ value should be incidental to what one enjoys doing; and doing that out of conviction and commitment. MBA education follows a different theory ‘what is in it ($) for me’? It’s good but what’s in it need not be what the ‘market’ measures as value. Do anything out of conviction & commitment, rest will follow, this is my perspective. If one adopts this principle then there is ‘nothing’ called productive years, retirement. These are ideas / words implanted by vicious elements or for convenience to stifle competition.

Being engaged doesn’t hv to be measured against how much money one makes, how much your effort translates into money, is this the best returns for my time…. Though one must keep these aspects in mind, Money, I believe should be an incidental byproduct. This approach will ensure unethical practices are not adopted to demonstrate one’s contribution or $ value generated by the business. Yes, shareholders value a CEO by the returns they get on their shareholding, I believe; our mind should be engaged in anything positive that brings internal peace, satisfaction and feel good; and that will translate into value to society.

What gives happiness, peace, satisfaction … need not be what doesn’t add $ value. Many great inventions that turned out high value over time, emerged out of someone’s passion or crazy initiative and ‘commercial’ value, just happened. Unfortunately, MBA programs don’t talk about this; they only talk about how to multiply money once the money-making machine is set in motion Setting up the money-making machine is a creative, imaginative; not necessarily following a logical sequence of activities: as taught in Management Schools. No two individuals following the same process need end up with same outcome. That’s enterprise / innovation. There is no defined path / logic to it ….

We are moulded to do things we had to do, for our survival in a society that believe in what we were doing / had to do, to flow with the stream. Otherwise, irritant social media gives space for free expression without any price to be paid; either for exposing the ‘deviant elements’ or for expression of dissent. It’s about bringing about changes in perspective. Only then those who dare to challenge conventions can do that. What we have been taught or learnt in the formal system is not the end of the world or the ultimate truth. Knowledge keeps evolving depending on the context over time; contrarian / controversial perspectives emerge.

Teachers and investors are not always ready for innovative ideas as it may result in disruptions / unpredictable outcomes for viability. It takes time to change old /tested practices. It needs an entrepreneurial mindset, attitude, courage to face unpredictable outcomes, commitment and belief. Changing mindset is not easy, it happens through some kind of shock treatment to change what is acquired / accrued over years.

1. Management Consultancy Through an Academic and Practitioner Perspective

Knowledge remains the key driver of success in the digital age. Management consultancy firms that can handle knowledge management effectively will reap economic and societal benefits. Management Consultancy Through an Academic and Practitioner Perspective, a co-authored book, provides a fresh perspective on how management consultancy firms need to stay relevant to compete effectively. This book seeks to bridge the gap between the practitioner and academic camps and bring a sense of reality to the management consultancy landscape, which will help bring about a change in the production of consulting knowledge. It is particularly relevant for undergraduate, postgraduate and MBA students, interested in the management consulting profession who may study this subject as a core module or as an elective, or who may use it for further reading, to supplement their strategy and international business models. Aspiring and practicing management consultants will find it helpful to deliver quality outcomes to clients. A collaborative outcome of efforts of Professor Paul Phillips (Professor of Strategic Management at Kent Business School, The University of Kent, UK). Dr. K.V. Subramanian (a management consultant, academician and trainer with key roles including group leader in Tata Consultancy Services, India for the government sector); Professor Victor Newman (Industrial Fellow at the University of Greenwich Business School, University of Greenwich, UK).

Management Consultancy Through an Academic and Practitioner Perspective – primeconsultinggroup

1. Some Unpopular Thoughts – Extreme contrarianism

Money is an imaginary creation of man and economics is a subject created to fool everyone, to believe that they are the most blessed and they hv to work to make others happy for their own survival … through confusing statements such as ‘’on the one hand and on the other hand’’ …

Let’s not be victims of craze about money-making and what is needed to make more money as popularly drummed up. Smart guys know how to get others to work for them to make ‘money’. Ranking is a business; whatever happens in business also happens in the business of ranking

1. Employability Training

Prime Consulting Group offers employability Training. Typical content is as below

Schedule 1. Ice breaking, self-discovery, breaking out of the shell, coming to terms with reality (120 minutes) 2. Paradigm shifts on employer expectations over time, contextual shifts (60 minutes) 3. Participant expectations from employment / entrepreneurship for setting the context (30 minutes) 4. Goal setting (60 minutes) 5. Understanding employability (45 minutes) 6. Why discuss employability (30 minutes) 7. Job market characteristics (30 minutes) 8. Employability skills: cognitive, affective (60 minutes) 9. Individual traits: risk taking, tolerance for ambiguity, commitment, determination, goal orientation, need for achievement, fear of failure, social intelligence. (120 minutes) 10. Employability matrix (60 minutes) 11. Manifestation, evidence, demonstration of traits: life experiences, critical incidents (120 minutes) 12. Complimentary skills: · Communication (written, oral, body language, report writing, presentation, email etiquette, electronic communication) only mention (90 minutes) · Negotiation (one day session) · Systems Approach (120 minutes) · Education to enterprise (MBA to Manager): transition dilemma, myths, connecting to real world (120 minutes) · Know your enemy within – bridging knowledge and practice (60 minutes) 13. Videos (Learning from Real World): · Our education system – gaps in what is imparted and what is needed (60 minutes) · India Uninc – an economy beyond the formal system (60 minutes) · Going through the grind – learning from grassroots (60 minutes) · A non-Mba approach to perfection – The Mumbai Dhabha Wala (60 minutes) · India – Menstruation Man – Determination is everything (60 minutes) · Negotiation: To get exposed to the firing range – the rough side of sophistication (60 minutes) Total 31 hours: 6 days

Employability – primeconsultinggroup

1. The MBA …Where is it Going

The entire education system particularly the ‘MBA’ will go for a toss …. already started. Even IIMs have started experiencing this in different forms. MBA is an American buzzword created to help American universities pump up sense of status, achievement, euphoria and demand. V just followed it. What is happening is totally contrary to what even the IVY League had been promoting ‘Free market’.  Though the technology is appreciated, AI, the way it is put to use, is an initiative totally contrarian to the fundamental principle of free market. Some American tech firms, the AI gang will destroy and mask the concept of free market; already started. We won’t even realise what is brewing and where things are heading.

AI is becoming the new 21st century version of Lord Macaulay strategy deployed to pollute minds of pre-independence India, gain control over their freedom of thinking and consequential actions, to enslave the Indian population to the dictates of the Brits and to suit their needs. AI is doing that in a very sophisticated apparently progressive, dignified, modern, professional way; using the same target of this game: ‘sophisticated educated younger minds’ imprisoned emotionally and intellectually; to mechanically follow directions of the AI output, without realizing what is behind the feed, how it’s generated, hidden interests. It’s quietly demolishing the celebrated IVY League theories of ‘free market’, silently masquerading it as modern, fast, sophisticated, professional, efficient way to run businesses and live in the 21st century.

Value self-management, emotional intelligence vs artificial intelligence, beyond ‘business management’ the MBA way. My eBooks on bridging knowledge and practice of management, redefining management education, knowing the rules and learning the ropes E-Books – primeconsultinggroup; Posts – Management, Academic Support – primeconsultinggroup;
welcome diversity of views, contrarian perspectives, discussion.

Want to learn professional ‘management’ the unconventional way? No noise on 100% placement, top salary, big five credentials; from a tier1 IIM doctorate with about four decades of diverse experience; without spending 30 L and more, qualify from CAT? Also mentoring on realities versus the hype and noise that drive young professionals to mental trauma, crime and suicide. Pl visit my Self-Management – An Option / Compulsion / Essential / Imposed / Self-driven; Driving – Perish / Survival / Progress –

1. Self-Management – An Option / Compulsion / Essential / Imposed / Self-driven; Driving – Perish / Survival / Progress:

Is the Technology and AI driven emerging landscape shifting the attention from Business Management to Self- Management? As the noisy AI hype is driving out the ‘MBA’ craze as the sought after intellectual / professional stamping, for career entry / progression, and social status for youngsters; another term is quietly taking shape and occupying top of the mind space; not for its financial value or social status, but as a compulsive drive to promote / maintain personal mental health. However, this term is generally not visible on top of the screen in public space, nor would individuals like to discuss this openly for fear of potential negative typecasting. However, this is the most critical element affecting individual / society’s systemic health, driving overall productivity, internal peace, happiness and harmony at individual and society’s level. Businesses would prefer to stay away from any discussion on this topic as they are unwittingly the driver of this unproductive societal syndrome: particularly the social media and its impact on gullible minds in the formative / progressive years of their career / life.

Education must come from those who have put knowledge into action, learnt from it and understood the limitations of academic classroom training. Education, particularly management education, is going through a fundamental shift … from classrooms with high decibel titles to learning innocuously from educated experienced matured trainers who bring in maturity, practicality, cross influences, compromises, realism, currency, limitations, participation and professional knowledge; in the process of knowledge sharing and learning. Our mind should be engaged in anything positive that brings internal peace satisfaction and feel good that will translate into value to society. What gives happiness peace satisfaction need not be what doesn’t add $ value.