Profile of ProfRanjanDas, TheNextIdeation

Prof Ranjan Das, Professor of Strategy, Innovation, Entrepreneurship and Leadership
Mobile: +919830052722;
  • Prof Ranjan Das has been associated with several business schools : IIM Calcutta [1994 onwards], The Strategy Academy [2008 onwards], IIM Ranchi [ Visiting: 2014-15], IIM Trichy [ Visiting: 2015-17], UPH University, Jakarta [Visiting 2015-17] Indian School of Business, Hyderabad [Visiting: 2008-09], Hong Kong University of Science and Technology, Hong Kong [Visiting: 2005-06], Haigazian College, Beirut [1979-80]
  • Prof Das did the Doctoral [Fellow] Program in Management with specialization in Strategic Management from Indian Institute of Management Ahmedabad (IIMA). He holds a Master of Science [Applied Mathematics] from Calcutta University
  • Prof Ranjan Das has 44 years of experience comprising
    • 20 years in industry during which Prof Das had held such senior positions as General Manager of an MNC and Managing Director of a Joint Sector Company in India
    • 24 years in teaching, training, research and consulting as a Professor of Strategic Management at IIM Calcutta
    • 10 years [beginning January 2008 and overlapping with the assignment with IIM Calcutta] as an Academic and Social Entrepreneur to design a Smart Learning and Transformation Solution [SLTS] that required Prof Das to set up India’s FIRST and only one 100% LIVE & 2 WAY INTERACTIVE DIGITAL Academy named The Strategy Academy [TSA]
  • Prof Das had written 6 books and many articles and case studies. He also presented papers in International conferences
  • Prof Das served as an independent director in several companies in India and advises many companies in India and overseas in the areas of Strategy, Innovation, Entrepreneurship and Leadership
  • Prof Ranjan Das is a pioneer in India in developing a Smart Learning and Transformation Solution [SLTS] for delivering both academic and Professional Development Programs through 100% LIVE & 2 Way Interactive Communication Platform. He developed this solution as an Academic Entrepreneur while single-handedly leading IIM Calcutta’s extremely successful journey in this space during 1999-2007 [IIMC is currently the largest provider of long duration executive education in India]
  • Presently, Prof Das is the Chairman of The Strategy Academy and The Next Ideation. He also continues to teach at IIMs and other business schools

TheNextIdeation: Prof Ranjan Das’s Choice

1. LEARNING PROCESS, STYLES AND ALTERNATIVE LEARNING SOLUTION

1.1 LEARNING AS DEFAULT OPTION
  • Everyone acknowledges that, above a certain level of management, the process of [a] LEARNING higher level of skills formally and [b] DEVELOPING new attitudes required to operate in the future must be initiated and completed before an individual is considered for the next promotion. Unfortunately, even though both are well known, most of the time these 2 conditions are rarely ensured while promoting people to higher level. Only thing that is considered is previous few years’ performance vs. targets backed by a perceived feeling that the concerned person is “ready” for the next job.
  • Enlightened organizations however are aware of both these requirements. They identify the development needs of each individual above a level of management and arrange interventions such as completing certaing types of L&D programs to help target group of officials acquire higher level of skills and develop new orientation. However, many a times such interventions fail to deliver the desired outcomes as intervention programs, designed for the purpose, [a] lack rigour, [b] avoid detailed evaluation of skills actually acquired by the participants and also [c] do not bother much to ensure “discipline” during the learning process. Rigour is often missed since most intervention programs have duration that are inadequate to introduce all relevant concepts and practices, while lack of proper evaluation of the level of skills acqually acquired results from general reluctance and also perceived resistance to introduce evaluation as an integral part of any L&D initiative. Discipline is also an issue as participating officials are allowed to skip formal sessions because of “sudden” exigencies and there is no mechanism to record deviant behavior in this regard.
  • How does an organization ensure that everybody working above a level of management compulsorily goes through the process of [a] LEARNING higher level of skills formally and [b] DEVELOPING new attitudes required to operate in the future? One way to ensure that is to create a “DEFAULT” option for promotion under which [a] and [b] will have to be established formally, as a pre-condition for getting considered for future promotions, through completing specific “certified programs” as approved by the organization. Identification of areas where [a] and [b] are to be developed will be through the TNI process coming under overall performance management process. Experience shows that creating the DEFALUT option can be a useful tool to develop [a] and [b] on a planned basis since many executives, encouraged by their superiors, have a tendency to skip L&D programs even though the same has been planned well advance.
  • Any carefully designed DEFAULT option, by its very nature, make good decisions easier and poor ones more difficult. Helping managers learn higher level of skills and develop new attiudes are good decisions that can be ensured through DEFAULT option as described below.
  • However, before introducing the condition that the DEFAULT option must be completed before a person can be considered for the next promotion, the organization must have a portfolio of “approved programs” [these not be of the type such as MBA/PGDM] which need to pre-approved by competent authorities of the concerned organization. Such “approved programs” must meet certain conditions such as:

    1. Extent of rigor in the program and whether the same are as per organization’s requirements

    2. Is the duration of the program appropriate – not too short or too long – keeping in mind the rigor to be introduced and work pressures of participants

    3. Whether there is any built in formal evaluation system regarding the [a] skills to be acquired and [b] changes in behavior to be effected

    4. Whether the delivery of such “approved” programs are convenient keeping in mind the [a] working hours , [b] work related pressures and [c] hectic travel schedule of participants

    5. Whether the program is location-independent and yet sessions are faculty conducted and 100% LIVE

    6. Whether the faculty-mix is appropriate given the content to be delivered

    7. Ease of roll out in short notice

    8. Cost effective on per head per hour basis vs. existing options[if any]

  • Needless to say, not many options exist even today that meet all 8 conditions mentioned above.

2. LCONTEMPORARY STRATEGIC ISSUES AND MANAGERIAL CHOICES

3. DIGITALIZATION & DIGITAL TRANSFORMATION

4. CLASSIC CONCEPTS IN STRATEGY, INNOVATION, ENTREPRENEURSHIP AND LEADERSHIP

5. GETTING THE BEST OUT OF ONESELF

6. ACHIEVING SUCCESS, BUILDING CAREER