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IIPM & Planman Consulting, as a part of their Global Outreach Programme, regularly conduct & initiate compelling Chief-Executive forums across America, Europe & Asia, copartnering with faculties from the world’s foremost institutions and organizations like Harvard, MIT, Yale, Kellogg, Columbia GSB, Chicago GSB etc. Founded in 1996 by renowned economist Prof. Arindam Chaudhuri, Planman Consulting started its operations as an offshoot of 25 years of research of the global economy undertaken by leading researchers & academicians at IIPM. Planman is a management consulting group and hence, in all its business interests, Planman incorporates an extremely high level of consulting commitment for its clients. Wherever, whenever, however, Planman attempts to improve dramatically the process performance of global corporations through its consulting enterprise. IIPM is one of the leading and most respected business schools in India. Live case studies and industry examples of IIPM & Planman have been noted and honored at diverse institutions and organizations. The value that IIPM & Planman commit to bring to corporations is that of thrilling change and dynamic vision; and these programmes are a furtherance of such commitment.
If you are facing even one of the following challenges in your business, then the Chief-Executive Forum workshops by faculties from HBS, Yale, MIT, Columbia, Chicago GSB, Planman Consulting, IIPM etc would be extremely critical for you and your senior management. How to use techniques to scan the competitive environment and analyze multi-factor industries How to replicate strategic models and implementation techniques of industry leaders How to optimize .nancial investments & corporate venture funding How to strategically transform brands and dramatically re-focus multi-product & multi-service organizations How to maximize relevance of human resources in achieving growth targets How to leverage e-Business to radically alter competitive dynamics.
Being a part of the Chief-Executive Forum, these workshops by international faculties would utilize discrete and diverse training methodologies to educate, train, elucidate, debate and sometimes to demolish various business management perspectives & orientations. Case studies, research .ndings, questionnaires, group discussions, lecture sessions etc would form integral ingredients of the knowledge experience. Participants are informed that relevant pre-workshop preparation that is generally advised by international faculties needs to be necessarily completed before designated sessions of the respective workshops. Much of the contents that participants shall get exposed to during the workshops, are proprietary material of IIPM, Planman & international faculties. However, participants are encouraged to share various contents and material provided during the workshop with relevant team members after taking appropriate permission. Participants are also encouraged to directly contact their workshop faculties for any required consulting, guidance or clarification. On successful completion of the programme, participants shall be awarded a joint certificate from faculties undertaking the respective programme.
The Chief-Executive Forum is preferred by CEOs, Presidents and decision makers who have the power to decide the path their companies follow. Relevantly, many of these power managers also bring their team members & colleagues to this forum to share and analyze the implications of various strategic perspectives.
We do highly support this orientation; however, due to limited registration capacity, we encourage participants to register all group members as early as possible. Distinctively, participants are represented from the following:
- Chief Executive Officer
- President
- Chairman
- Board Member
- Independent Executive Director
- Managing Director
- Director
- Chief Operating Officer
- Chief Information Officer
- Chief
- Financial Officer
- Division/Unit Head
- General Manager
- Regional/Branch Manager
- Functional Head
- Vice President
The Chief-Executive Forum is designed to bring together leaders from across industries and geographies. It is a power-house for exchange of strategies, ideas, intellect and views to radically and dramatically alter business orientation and growth. In summary, it is an exercise that drives rudimentarily towards transforming perspectives & corporations.
Training & Development
Training & Development Division offers services and expertise to craft specialized solutions for our clients to accelerate performance. The core areas include: The Arindam Chaudhuri Workshop Customized In-house Programmes Adventure for Achievements– An Outdoor Experiential Program
ARINDAM CHAUDHURI WORKSHOP
Professor Chaudhuri is an expert in the areas of Strategic Vision, Leadership, Social Sector Consulting, Comparative Management Techniques and Global Opportunities & Threat Analysis.
His contribution to the field of management in India can be found in the iconoclastic “Theory ‘i’ Management” which he has developed for India Inc.
Prof. Arindam Chaudhuri has conducted these programmes jointly with internationally renowned consultants and academicians from International Labour Organization at Geneve, Nestle (International Headquarters) at Vevey, Webster University, Geneva, INSEAD, France, and International Management Institute, Europe.
The workshop revolves around the People Power Philosophy, a patented module of Planman Consulting. It is focused mainly on the following four aspects of management and personality development:
Leadership
Motivation
Self-discovery
Strategic Economic Vision
IN-HOUSE PROGRAMMES
We combine expert instruction and finely crafted courseware to ensure that learning from the classroom is transferred to work effectively. Planman provides in house training in the following areas:
Communication
Public Speaking Skills
Creativity & Innovation
Team Building
Leadership Effectiveness
Stress Management
Time Management
The Art of Negotiation
Selling Skills
ADVENTURE FOR ACHIEVEMENT
We believe the key lies in strengthening the connections between people – ‘your people’ - by facilitating a group experience that incorporates all aspects critical to your organization's success: cooperation and communication, collaborative problem solving and decision making, commitment to common objectives, and perhaps most important, a willingness to change and to take risks.
We offer solutions for: About IIPM ! IIPM Programmes ! IIPM Placement ! IIPM Alumni ! IIPM Alliances ! IIPM Ranking ! IIPM Director's Desk ! IIPM Dean's Message ! History of IIPM ! IIPM Mission ! IIPM Curriculum ! IIPM Project Based Learning ! IIPM GOTA ! IIPM Dual Specialisation ! IIPM Faculty ! IIPM GOP ! IIPM Campus Resources ! IIPM Campus Events ! IIPM Sports Club ! IIPM Support Services ! IIPM Campus ! IIPM Libraries ! IIPM Cafeteria ! IIPM Academic Centres ! IIPM Wilton Park Reports ! IIPM Feedback ! IIPM Links ! IIPM Sitemap ! Contact IIPM !
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there has been no formal cold war between two emerging Asian giants China and India, their growing economic and military presence raises many global concerns about geo-political stability which has become one of the most imperative agendas on the global stage especially for geopolitical interests of superpowers. In such circumstances, Bush’s growing interest towards Indo-US alliance seems to a very prodigious strategy in long term which also impliedly indicates India’s edge over the Chinese Dragon. Though, in many socio-economic indicators, including GDP growth, literacy, poverty eradication and China’s impressive performance in attracting FDIs, have taken China well ahead of India. India has been able to attract just half amount of FDIs, compared to China, and is far behind when it comes to really establishing world-class manufacturing facilities. But a deeper look assures that India has greater competitive edge over the Dragon in long run. It has succeeded to achieve almost equal economic growth rate as that of China, with less than half the amount of China’s FDI. It exhibits India’s greater efficiency in effective utilisation of limited funds. And those big manufacturing facilities that are engineering China to global economic power status, is mostly caused by massive foreign investments. So, wide range of products might be made in China, but not necessarily made by China, whereas in the case of India, made in India is more often synonymous to made by India. 