You will agree that the success of any programme/ project rests on effectiveness, vigour and efficiency with which it is implemented. With regards to the 1-year course, the PGDBEM, it is exactly this that has been our prime focus. The performance of each student was continuously measured against planned goals and targets. By putting in use various modern teaching techniques, the students were taught to conform as closely as possible to the set goals.
The primary concern, i must say, had been to bring about all round personality development by imbibing the traits of a competent entrepreneur. An important aspect of the course, oriented at achieving its goals as also to usher the students to become competent businessmen, had been `motivating success stories of great achievers'.
An insight into the success story of an achiever of the stature of Shri Subhash Chandra will undoubtedly leave the students motivated and determined. May we request Shri Subhashji to give us a glimpse into the various important events of his life, in his address on the occasion of the convocation on July 22, 2000.
We are giving below a brief framework in case Shri Subhashji would like to use it or substantiate it in his speech for the day.
Emergence of an entrepreneur, it is said, rests on
- Childhood grooming - Shri Subhashji is from a family of entrepreneurs. Perhaps discussions on business formed a part of his growing up. How did these influence him?
- Education and training - a leading publication 'Asia week' in its issue dated 1/21/2000 reported 'Chandra was not much of a student, so at 19 he plunged into the family foodgrain business in hissar ???'
He entered the family business at 19 and soon after decided to jump into a very difficult sector which no one had attempted before in India. With no formal education on management or related field, it must have been difficult for him to solely trust his entrepreneurial spirit and tenacity. Perhaps he would like to focus on this.
- Environmental factors such as policy framework - when he decided to provide an alternative to doordarshan's insipid programming, there were many restrictions in the Indian laws, which were not allowing him to venture into this untrodden path. How did he make things work?
- Personality qualities - Shri subhash Chandra?s belief - 'paths are made by walking and walking down beaten paths is for beaten men.' his was the first Indian firm to make laminated plastic tubes and to follow it closely was the zee TV. He attempted something that no one in India had attempted before. What are the personality traits in him that give him this amazing vigour and confidence?
- Familial and non-familial influences - Shri Subhashji may perhaps like to focus on the support received and apprehensions of his family and friends when he announced mega plans of his novel project. Was financial support easily available? Who were the principal actors or what the principal factors that kept up his motivation were.
Role of unprogrammed strategies (heuristics)
Experts & analysts were of the opinion that news corporation - zee telefilms 'deal' will result in a company that will not only be a world class media conglomerate but a corporate blue chip and that Mr. Murdoch sure wanted a pre-eminent role in the Indian entertainment and media sweepstakes. Unlike stories that were in circulation not very long ago - 'Murdoch dictated terms to Chandra', today analysts without any scope for speculation hold that the post deal field is open for Chandra to emerge as India?s undisputed media mogul.
Implementation of strategies in such times as also when it came to contending with crises in day-to-day activities, such as; staff related areas etc., is beyond the comprehension of analysts. Unless Shri subhashji himself throws some light on these they remain a mystery.
He may perhaps like to focus on
His future plans and as to how will the much talked about deal with the global media baron, Rupert Murdoch benefit.
Businesses are not necessarily unethical
Perhaps he could like to substantiate this point with his own achievements?
From being an entrepreneur to a philanthropist
The world knows subhash Chandraji as a noble man who has a heart for the needy and the poor. He has set up taleem research foundation & plans to launch a television programme to impart primary education to children in 10,000 villages in northern India. Quoting a report dated 11th June 2000 in Indian express, `Chandra said as investors, whether domestic or foreign, it was necessary to be sensitive to the needs of the people'.
May we request him to share the advantages & disadvantages of such a transition?
The passing out students are going to step on the difficult grounds of business. Could he share his views about the industrial scenario in the next 5 years? Also could he give his advice to these passing out students who have plans to venture into their chosen fields very soon?