ISB: A Leading Business School in India

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Case Details:

Case Code : BSTR106
Case Length : 17 Pages
Period : 1995 - 2004
Organization : Indian School of Business
Pub Date : 2004
Teaching Note :Not Available
Countries : India
Industry : Higher Education

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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Infrastructure at ISB

ISB had excellent infrastructural facilities, on par with any world-class business school. These included an academic and learning centers and facilities for information technology (IT), housing and entertainment for students. The centrally located academic center at ISB included six lecture theatres with connectivity to a broadband communications network. These theatres had a seating capacity of 70 and offered state-of-the-art audio-visual and video-conferencing facilities with modern gadgets like LCD projectors, photographic equipments and a touch-pad system...

Placements at ISB

ISB followed a unique placement model. In its communication to prospective students, ISB wrote, "ISB's placement model is uniquely differentiated. The school has rolling placement, which is distinctive from the practice of 'placement week' followed by other B-schools. At ISB, we are open for 3 days - Friday, Saturday and Sunday - every week, for placement-related activities, be it pre-placement talks (PPTs) or interviews, and do not generally allow recruiters on other days."

The rolling placement program (RPP) was primarily instituted to boost lateral hiring in companies, since ISB students, with an average work experience of five years, were more suitable for middle and higher-level management positions...

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The Problems

Some analysts opined that the core and elective courses of ISB were not organized well. According to them, the inclusion of subjects like investment analysis, microeconomics, management accounting, and managing in emerging markets, in the core courses curriculum was surprising. On the other hand, subjects like fundamentals of e-commerce and technology, intellectual property strategies for e-commerce, cross-cultural negotiation, strategic advantage of IT, managing e-business, and B2B marketing were consigned to a lower position by including them in the electives...

The New Initiatives

In August 2003, ISB decided to introduce GAMP jointly with INSEAD. GAMP was a three-week program priced at Rs. 600,000 and targeted the top brass of Indian companies with a presence abroad. ISB planned to introduce this program from March 2004.

Elaborating on the program, Viswanathan said, "The program will be especially designed to focus on strategies for tackling challenges and seizing prospects in today's turbulent global business environment. It will also deal with strategies for overseas acquisitions. It will be simultaneously held in different countries by different B-Schools in association with INSEAD. All of them will spend the last week at INSEAD campus in France debating and sharing their thoughts..."

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Exhibit I: ISB's Governing Board (Partial List)
Exhibit II: Elective Courses of Post Graduate Program
Exhibit III: Faculty at ISB

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