Team 107 is the winner of the Queen's School of Business Apprentice show!

This was a part of the Management accounting assignment (Didn't I tell you earlier that the Prof was a consultant at BCG!). The teams were asked to analyze the Agnes Ethrington Art Center that had numerous paintings and had a lot of fixed assets but was short on the liquid cash. The teams were suggested to understand thae situation and make a presentation to a panel of 3 judges (that included the art director).We were asked to suggest an event that can bring in some revenue and at the same time add some value to the art center. The team that won ( Team 107) had the theme “Retro Cocktail with Swing Dancing” . Our team had a "Murder mystery dinner theater" theme.

The teams were asked to think of creative ways to expand revenue from special events at the Art center. It was required that the theme had wide appeal and corresponded with the AEAC’s mission and standing. The teams had to provide the break-even number of participants, expected net income from the event and build a spreadsheet model to perform a sensitivity analysis. We were also supposed to provide whether the Art Center hould appoint a full-time special events co-ordinator. The teams also talked about the Balanced Scorecard framework and built a comprehensive strategy map for the Art center

The idea that was developed by the MBA students will be implemented by the Commer Ungergraduates later this year. It was a treat to watch the teams at their "consulting" best. There was creativity. There were fresh ideas. There were excellent presentations.

What stood out was an idea that was simple, feasible, attractive and could make money.
Congrats Team 107 ! Rock on !

We had our first session of Golf this week. As a part of the Fit to Lead program, we went to the Kingston Expert Tees to try our hand at golf.

How did I fare?
I am a novice at golf, but with the cricketing knowledge that I have and the strength I posses, I did hit a few balls here and there !

The Marketing Club of Queen's MBA had invited a guest speaker from Ebay. He was the business development manager at the Canada division and gave good insights about e-bay,Canada.It was interesting to know the Values of ebay: They believe people are basically good and believe that everyone has something to contribute.eBay has built 13 billion dollar categories.

A few interesting points he said was

:-Biz Development is sales without quota.
:Most profitable segment for ebay are small business.
:Strategic partnerships that ebay had with Canada post was one that helped them a lot.
:A Canadian buys a car on eBay every 14 minutes.!!
He also talked about Skype and Paypal.

BTW,

The joy of Business Strategy

Business Strategy is a course that I am finding extremely interesting
The primary reason for that is bcoz it makes one think hard. Besides that ,all the cases are from the Harvard Business Review that gives us excellent insight.The professor taking the subject is Brad Killaly,someone who has command in the subject and is really good.He does a lot of "cold calling" in the class and can easily find out if one has not prepared for the class. So, one needs to be attentive and come prepared for the session.The facilitation and discussion from the students in this class is of very high quality.Also, this course will be covered in 3 stages.

The first case that we discussed was about Honda and its management style, the second case was on Johnson and Johnson's organization culture.The case study that has impressed me most till now has been the Paul Levy Case.This is a print and video case study where we analyze the leadership style of Paul Levy, the CEO who transformed a sick medical hospital unit into a profit making center.Paul Levy was someone who had little medical background but strongly believed that the problems at the hospital were related to management and business issues (and not health care) and he could fix them. Along with his team, he worked on the problems and ensured that there were visible results in the first 6 months. Financial results turned out to be better than budgeted, cash flow was positive , clear objectives and performance goals for the department were set.
We had to write a 2 page document on his leadership style and as I worked on the assignment for about 7 hrs, I think I was more clear about my leadership style too.

BTW, as the case was discussed, there were a few career advices shared in the class room. Here are a few that I could recollect:
1. Execute the decision that you plan. Most CEO's do not succeed because they fail to execute what they plan.
2.Having a clarity vision and strategy and communicating it to your team is a key factor.
3.The toughest phase of your professional life is when you are new on a particular task. Everybody's watching you and giving advice that you don't know if itz right!
4.If you are a part of an organization that has undergone a merger/acquisition, and the new role offered to you does not match your expectations, negotiate on your severance package and have an exit strategy.
5. The mark of a good leader is consistency in action-over and over again.

Another case study that was enjoyed by the class was the Industry Analysis - Cola Wars ( Coke Vs Pepsi).We discussed to a great extent how the companies felt that the existence of the other competeitor is important for its own survival.Using the Porter 5 Forces Analysis framework, the class analysed the case and throughly enjoyed it.

Biz Strategy is one course for which I have developed a strong interest. It could be because I enjoy thinking,or simply because the subject has no exam in this stage.! :)

Here are a ad videos that I found today in the internet on Coke and Pepsi.

Pepsi over Coke

Bill Gates in Coke commercial

Pepsi Indian Commercial

50 people in Business who matter now. Catch the list here
Some stuff that caught me attention:


Rank: 7
The Emerging Global Middle Class:
China, India, Russia, Brazil, and elsewhere

Why They Matter: According to Goldman Sachs, in the next decade, more than 800 million people in China, India, Russia, and Brazil will qualify as middle class -- meaning they will earn more than $3,000 per year. To put the figure in context, that's more than the combined population of the United States, Western Europe, and Japan. These ambitious, well-educated workers represent both a threat and an opportunity for corporate America. On the one hand, thanks to global competition, they're bringing brutal cost pressure to bear on U.S. products. Yet at the same time, these newly affluent consumers have money to spend -- more than $1 trillion a year, according to most estimates -- and they generally aspire to own American brands and other high-quality imports. They're looking forward to enjoying a more comfortable way of life, and huge opportunities await the global firms that figure out how to deliver that at a price these workers can afford.



Ben Bernanke
Chairman, Federal Reserve Board

Why He Matters: It may take a few years before economists and Wall Street chieftains stop asking "What would Alan do?" In the meantime, the 14th Fed chief still has a crucial task to perform, and if he goofs, the health of the global economy -- to say nothing of America's technology industry -- is likely to suffer. The concerns are mounting: With inflation creeping upward, the American housing market going soft, and U.S. current-account deficits wildly out of line, will Bernanke be able to maintain the nation's growth while also retaining the confidence of foreign investors and currency traders? We don't envy the position, but this former Princeton economist certainly has no shortage of book smarts. Street smarts, however, remain an open question. A little free advice: It's rude to talk money at the dinner table, but if you do, don't sit next to Maria Bartiromo.




Muhammad Yunus: Founder, Grameen Bank
Why He Matters: By offering tiny loans to Third World entrepreneurs, Yunus isn't just building a healthy stock of karma -- he's inventing a new model for global capital investment. A former economics professor, Yunus had a eureka moment during a trip to a Bangladeshi village, when he discovered that a loan of just 22 cents was enough to help a poor bamboo craftswoman start her own independent business. That prompted him to found Grameen Bank in the troubled country, and he later set about connecting an international network of investors to would-be entrepreneurs who need small-time investments. Grameen has since lent more than $5 billion, at interest rates as high as 20 percent. As a bank, it's even become completely self-financing.

The Info Tech 100
Businessweek's rankings of the top performers in the industry.

1. America Movil
2. Hon Hai Precision Ind.
3. High Tech Computer
4. Apple Computer
5. Softbank
6. Telefonica Moviles
7. Telefonica
8. China Mobile
9. Nokia
10. Bharti Airtel
11. Motorola
12. Telekomunikasi Indonesia
13. Google
14. Accenture
15. Dell
16.TPV Technology
17 .Inventec
18. Wistron
19. Seagate Technology
20 BT Group

Indian companies that made it to the top 100 are
34 Tata Consultancy Services
42 Infosys Technologie
48 Satyam Computer Services
57 Wipro
84 Cognizant Technology Solutions

Read the entire list here

Winners by Four Measures
The Biggest
Current Sales (Millions)
Hewlett-Packard $88,885.0
Verizon $79,676.0
Dell $56,738.0
Toshiba $56,555.3
AT&T $49,449.0
Telefónica $48,642.9
Nokia $43,903.2
Microsoft $42,639.0
Sprint Nextel $39,292.0
Motorola $38,695.0

The Fastest Growing
Revenue Growth
High Tech Computer 102%
Google 88
Hon Hai Precision Ind. 68
Hutchison Tele. Intl. 64
Komag 59
Apple Computer 56
TD Ameritrade Holdings 53
Cognizant Tech. Sols. 53
VimpelCom 52
Xyratex51

The Most Profitable
Return on Equity
amazon.com 102.5%
dell 100.8
bt group 99.5
accenture 70.5
nextel partners 63.1
cosmote mobile 52.2
high tech computer 51.3
avaya 50.4
tata consultancy svcs. 49.4
novatek micro. 46.9

The Best Returns
Shareholder Return
High Tech Computer 313.8%
LG TeleCom 232.9
VTech Holdings 212.7
Brightpoint 206.9
Amkor Technology 167.1
Millicom Int. Cellular 152.5
SanDisk 116.7
Softbank 108.9
E*Trade Finl. 96.5
Netflix 93.8

Birla plants Indian BPO flag in Canada

Sunday, JUNE 25:
Transworks, a unit of Aditya Birla Nuvo, on Saturday said it has agreed to acquire Canada-based Minacs, a business process outsourcing firm, for $125m, in a share-cum-cash deal that is likely to rank as one of the largest ever cross border BPO acquisitions from India.

Read the complete article in Economic Times.

Research in Motion at Queen's

Queen's MBA grads working at Research in Motion ( famous for Blackberry ) were here yesterday for an information session. The two managers ( Product development manager and the Market Intelligence Manager) gave the students an overview about the working culture and opportunities at RIM - A place where one could explore his potential in a challenging environment.

Questions by eager MBA students were answered patiently. -From how a Blackberry is dominating the market to what RIM does to fight the patents issue.

Towards the end of the presentation, the RIM guys showed us a satire on the addictive nature of crackberry, ie Black berry users. You can watch the video here

Oh, I forgot to tell you something interesting.The folks from RIM announced that they are working on getting every student of the next MBA batch a free black berry connection! Isn't that cool ? There was cheers in the class for that !

Getting better at it.

We had the Management accounting presentation by the teams yesterday. The assignment was to prepare a 10 page report on one topic (Forensic accounting,The theory of constraints,The failure of management controls at Enron,Real options theory,Predatory pricing,Open book managementThe theory of constraints,XBRL) and then get the class to read your report.

The teams were given 6 minutes presentation time to advertise their reports. And the teams did a fabulous job at it. There were skits,video,stories, experiences added to the rich content of the material that urged people to go ahead and read a report.

It will be a tough decision for the professor and the teams to figure out which was the best one. What brings joy to me is that the standard of presentations in the class have become very high.
That is challenging and yet fun. You have to keep the audience involved, drive home the point and make sure the audience understands.!

The HR and OB discussions sometime make you think hard. As managers, when we work on case studies, we are always bothered about the profits and numbers. But we don't realize that employee motivation, engagement and employee well being play critical roles in productivity.

When a class discussion happens and we talk about what an organization can do for the employee, a question often pops into my mind. How can an organization that has more than 50,000 employees create consistency and a feeling of care in the organization.

For example - When I had joined TCS at Hyderabad, we were about 700 employees. I knew a lot of folks personally. I felt I was a person, a part of the organization. There were things that were not right but then you felt connected to the company. Within 5 years, the employee strength increased to 5000.The delivery center was expanding, making profits but I guess the employees had started feeling that they were just a number, a head count in the organization. Managers leading teams can make a difference. They can give that personalized care and touch to the teams.

As rapid expansion happens in major IT companies , key challenges would be- Employee motivation, retention and productivity. Think about it.!

Slow and steady does well in the race.Yes, that is what I have been reminding myself.

The Macroeconomics exam marks have come and I have not done as I had expected.I honestly feel that for an IT engineer like me who had no idea about Macroeconomics earlier ,the professor made a complex subject simple and easy to relate.

The fact that I am unable to get a good score in the exam does not do justice to the great teaching the Prof provides and my expectations for self.

Before anybody jumps to any conclusion, here is what I expect from the program. Nah, I am not gunning for a top grade in the class.I am not those "highly academic person" who wants the best grades.

Instead,I am one of those persons who wants to ensure that I live up to my potential. I want to focus on learning the concepts so that I can analyze events,activities in everyday life and make sound business decisions. I want the knowledge acquired in the classes to be applied to the challenges I will face in the business world. One of the key reasons for joining the MBA program was to equip myself with the tools to take on the business world. So, a takeaway from the Macroeconomics subject would be to understand how global events could impact the business.
I don't intend to become an economist ! :)

This was the first test the class had, so it was part of the "learning process" of getting back to writing exams.To be honest,for a few hours,I was a bit disappointed. More than being disappointed ,there was frustration coz I was under the impression that I was understanding the classes well and felt I had a good understanding of the subject.

I need to remember the Tortoise story every time I feel that I am losing track of things. After all, staying focused and working towards the goal will result in achieving my goal.

India Awakens -This Elephant can dance.
Article in the Time Magazine
Fueled by high-octane growth, the world's largest democracy is becoming a global power. Why the world will never be the same



Even if you have never gone to India--never wrapped your food in a piping-hot naan or had your eyeballs singed by a Bollywood spectacular--there is a good chance you encounter some piece of it every day of your life. It might be the place you call (although you don't know it) if your luggage is lost on a connecting flight, or the guys to whom your company has outsourced its data processing. Every night, young radiologists in Bangalore read CT scans e-mailed to them by emergency-room doctors in the U.S. Few modern Americans are surprised to find that their dentist or lawyer is of Indian origin, or are shocked to hear how vital Indians have been to California's high-tech industry. In ways big and small, Indians are changing the world.
That's possible because India--the second most populous nation in the world, and projected to be by 2015 the most populous--is itself being transformed.

Writers like to attach catchy tags to nations, which is why you have read plenty about the rise of Asian tigers and the Chinese dragon. Now here comes the elephant. India's economy is growing more than 8% a year, and the country is modernizing so fast that old friends are bewildered by the changes that occurred between visits. The economic boom is taking place at a time when the U.S. and India are forging new ties. During the cold war, relations between New Delhi and Washington were frosty at best, as India cozied up to the Soviet Union and successive U.S. Administrations armed and supported India's regional rival, Pakistan. But in a breathtaking shift, the Bush Administration in 2004 declared India a strategic partner and proposed a bilateral deal (presently stalled in Congress) to share nuclear know-how. After decades when it hardly registered in the political or public consciousness, India is on the U.S. mental map.

Among policymakers in Washington, the new approach can be explained simply: India is the un-China. One Asian giant is run by a Communist Party that increasingly appeals to nationalism as a way of legitimating its power. The other is the largest democracy the world has ever seen. The U.S. will always have to deal with China, but it has learned that doing so is never easy: China bristles too much with old resentments at the hands of the West. India is no pushover either (try suggesting in New Delhi that outsiders might usefully broker a deal with Pakistan about Kashmir, the disputed territory over which the two countries have fought three wars), but democrats are easier to talk to than communist apparatchiks. Making friends with India is a good way for the U.S. to hedge its Asia bet.


Democracy aside, there is a second way in which India is the un-China--and it's not to India's credit. In most measures of modernization, China is way ahead. Last year per capita income in India was $3,300; in China it was $6,800. Prosperity and progress haven't touched many of the nearly 650,000 villages where more than two-thirds of India's population lives. Backbreaking, empty-stomach poverty, which China has been tackling successfully for decades, is still all too common in India. Education for women--the key driver of China's rise to become the workshop of the world--lags terribly in India. The nation has more people with HIV/AIDS than any other in the world, but until recently the Indian government was in a disgraceful state of denial about the epidemic. Transportation networks and electrical grids, which are crucial to industrial development and job creation, are so dilapidated that it will take many years to modernize them.

Yet the litany of India's comparative shortcomings omits a fundamental truth: China started first. China's key economic reforms took shape in the late 1970s, India's not until the early 1990s. But India is younger and freer than China. Many of its companies are already innovative world beaters. India is playing catch-up, for sure, but it has the skills, the people and the sort of hustle and dynamism that Americans respect, to do so. It deserves the new notice it has got in the U.S. We're all about to discover: this elephant can dance.

Prospective Student - Come, Visit us to make an informed decision


Almost every week, we have a few prospective students who come and attend classes with us.These are those folks who are visiting different B school and finding a school that is the the best fit for them.

These students check out the campus, interact with the management , attend a class, talk to faculty and then have lunch with a few current students.
So, if you are out there reading this and have made up your mind do an MBA, you might want to come to Kingston to check out the he Queen's MBA program. After all, if you are investing a lot on your education, you want to make a wise decision.

The week that was:

A lot happened this week. We had the statistics test. This was followed by assignment submissions. A few teams gave presentations. And then on thursday and friday, we had guest speakers.


On Thursday, we had Scott McNealy, Chariman of Sun Microsystems addressing the folks at Queen's University. He was here for the inaguration of the High Performance Computing Virtual Laboratory . He started his presentation with some humor. He listed 10 things he could do these days as he was no more the CEO !.

He spoke passionately about the mission of SUN - To realize a cause, and that is to eliminate the digital divide. It is a dream to have a PC on everybody's desk. The strategy is quite different from other companies...It is about community development. He went on to state that the 'S' is not for Scott or Sun, but it about "share."
Scott loves Ice Hockey and it was great to see the Principal of the Queen's University gift him a personalized Ice-Hockey Shirt that had the No "1" and his name on it. Scott simply loved it !


On Friday, we had a presentation by Jason Moscovitz, a former Ottawa-based, chief political news correspondent with the Canadian Broadcasting Corporation (CBC) and currently Vice President of Public Affairs at the Business Development Bank of Canada (BDC). He gave us some useful tips on "Why Great Presentations are good conversations".

We have our Financial Accounting exam on Monday and one can see mixed faces. A few of my classmates who have made up their mind to get into Finance have worked out numerous problems from different sources and are all set for the battle. The remaining folks don't like working out the numbers and are having a hard time matching the balance sheet, creating an income summary and calculating the amortization, lease etc. !

A classmate of ours sensed that folks needed a study break. So, he organized a Bar-B-Q at his place today. Great! The folks had come with their families and it was great to see everyone in a relaxed state (atleast for a few hours). Here are a few pics of the Study Break-Bar-B-Q

Choose a worthy dream, Murthy tells team members
Article in CIOL.com



“Completing 25 years is a watershed event in anybody's life. It signals the arrival of a strong, confident, young person, ready to take on bigger challenges,” says N R Narayana Murthy, chairman and chief mentor of Infosys technologies Ltd. on its 25th year of operation.
Calling 25 years of Infosys as a symphonic marathon, he says that it is a marathon since they have a long way to go before they hit the tape.

Infosys, which commenced operations in Pune on July 2, 1981, has grown from a $250 worth start-up with seven youngsters in a 100-sq.ft-office space to a $2-billion company with about 40,000 people today.

Murthy recalls some of the joyous and sad moments in Infosys's annual report filed with the US Securities and Exchange Commission.

“There have been many happy events during these 25 years. Prominent among them are enrolling the first customer, arrival of the first employee, signing of the first million dollar contract, opening of the first sales office abroad, installation of first computer-a DG MV/800, opening up of Electronic city campus, opening Infosys Consulting, Infosys China and reaching magical figure of billion dollar in sales.”

However, the growth was not always a bed of roses. It has given Murthy painful moments as well.

“The unacceptable behavior of a few Infoscions, which brought disgrace to themselves and to the company,” he says without referring to any specific incident.

However, Infosys was not a firm to be let down by any such behaviour. For the majority of those associated with the IT major believes in consistent performance.
“Performance leads to recognition. Recognition brings respect. Respect enhances power. Humility and grace in one's moments of power enhances dignity of an organisation,” he says.

Murthy feels that global benchmarking has helped Infosys to emulate the best companies in the world in specific attributes and in some cases, improve upon them to serve customers better.
“Following the best practices of corporate governance attracts the best investors. Investors understand that every corporation will go through lean days. Bringing bad news to investors early and proactively enhances their trust in us.”

“Ships are safest in the harbor but they are not meant to be there. They have to sail long and hard and face stormy seas to reach the comfort of a desirable destination. Hence, progress requires us to take calculated risks and make bold moves,” he adds.

Elaborating on Infosys contribution to India, Murthy says that the IT major is a shining example of success of economic reforms introduced in 1991.

“We have demonstrated that it is possible to run business legally and ethically in India. A large number of youngsters have stayed back in India and millions of youngsters in the country aspire to become entrepreneurs. The first large-scale experiment in democratization of wealth using stock options took place at Infosys,” he points out.

Providing his vision for the next 25 years, Murthy wants Infosys to be a place that practices Voltaire's statement: “I disapprove of what you say, but I will defend till death your right to say it.”

Murthy, who will turn 60 this August and subsequently relinquish the office of the chairman of the company, further adds, “I want Infosys to be a place where people of different genders, nationalities, races and religious beliefs work together in an environment of intense competition but utmost harmony, courtesy and dignity to add more and more value to our customers day after day.”

Murthy calls upon Infosys to choose a worthy dream, to go after it confidently and to play a role that will make them all proud in the years to come.

Thanking all those people who helped the company reach this stage, he concludes: “There is no better way for Infosys to acknowledge their contribution than to express her appreciation by borrowing the words of my favorite soprano, Rusel Watson:
'You raise me up, so I can stand on mountains;
You raise me up, to walk on stormy seas;
I am so strong, when I am on your shoulders;
You raise me up; to more than I can be.'”

Role of technology in the World Cup
( From Economic Times)

The Smart Ball:
To start with each match is being played with a new Adidas "Teamgeist" ball, rounder than ever before with only 14 panels and fewer seams, making its surface smoother than conventional footballs with a 26 or 32 panel hexagon-based pattern. The new ball construction promises to give players increased accuracy and control.

Boots:
The sports gaint Adidas has developed +F50 Tunite football boot for the players. The shoes come with three interchangable components so that each player can easily customize their own shoes. For example, the players can adapt these cleats according to weather and field conditions. The company has personalized "boots" for each team. They retail on Amazon.com for $168.

Tickets go RFID:
There are RFID tags on tickets to expedite ticketing and prevent fraud. The tag will include information such as game and seating.FIFA has no plans to track the movement of spectators. The project is collaboration between Philips Electronics and FIFA.

Mobile TV:
Mobile TV will make its presence felt for the first time at the World Cup. T-Mobile in Germany will broadcast 20 games live, and live matches will be available in Italy.

Hail the Gatekeeper:
The automated access "Gatekeeper Handshake" system facilitates the admission of e 69,000 fans in an hour and a half, funnel supporters of opposing teams to separate sections, track occupancy of those sections in real time, block tickets in the event of theft or loss, and regulate turnstiles to ensure orderly exits. Handshake connects a hub server to a plethora of access points throughout the arena. Information can be sent from Handshake to phones or PDAs carried by security personnel. The product is deployed at high-profile venues around the globe, including four 2006 World Cup stadiums: Hamburg, Kaiserslautern, Munich and Stuttgart.

VoIP Wins: As a large percentage of the cellphone-wielding attendees at the World Cup will be from non-European countries such as Brazil, Saudi Arabia, and the United States, the World Cup may also be the coming-out party for mobile VoIP services. According to a report from Informa Telecoms & Media (ITM), the expected 1 million World Cup attendees will spend $46 million on mobile calls and text and video messages over the course of the month-long event.

Internet TV:
The World Cup is offers the nascent Internet TV a big opportunity. That theory will be put to the test this summer when national soccer teams from 32 countries arrive in Germany for the 2006 FIFA World Cup. Yahoo, which owns the Internet rights to the World Cup, currently plans to show only highlights of the 64 matches rather than entire games streamed live.

Google creates Joga.
Search icon Google has partnered with Nike to create a soccer-themed social networking site. The company joined hands with Nike in March this year to launch joga.com, a networking site targeted at the globe’s soccer fans. Joga, which means play in Portuguese, is sort of the equivalent of MySpace for soccer fans. Logins are via Google accounts, and invitations can be received by submitting your email address on the homepage or via a Joga member. Joga is about getting to know your fellow fans; creating games and clubs; accessing athletes from Nike; and enjoying video clips and photos

Innserve will use new technology to ensure that the beer keeps flowing on about 750,000 beer lines during the World Cup matches. Mobile technicians will use PDAs to monitor the flow of beer at more than 100,000 S&N and Newcastle pubs and clubs in the UK.

Internet and Blog:
The Web has become a spiritual center where soccer fanatics can share their feelings of joy or despair and organize action on message boards, chat rooms, IMs or e-mails. There's also World Cup Blog Photo Contest. "No The site 'WorldCupBlog.org' is open to everyone and offers prizes.

Brazil -The winner ?:
After analysing over 4,500 matches played since 2002, involving all FIFA registered countries, a computer tipped Brazil as the favourite to lift the coveted cup for the sixth time. And that Germany, France and Holland will all get to the semi-finals. It also forecasted that England would not go beyond the quarterfinals. The computer named Angola, Togo and Saudi Arabia as having zero percent chance of winning the Cup.

More Indians flock foreign B-schools

An article in Economic Times

Some snippets:
B-schools in Europe and US have reported huge increases in the number of Indian applicants.
University of Dartmouth's Tuck School of Business (No 1 on Wall Street Journal's B-school rankings) has seen a 100% increase in Indian applications over the last year.
It's the same story at University of Virginia's Darden School of Business (up 57%, compared to a 6% drop last year), University of North Carolina's Kenan-Flagler School of Business (a rise of 23%), University of Berkeley's Haas School of Business (up 35%, compared to a 29% drop last year) and SMU Cox School of Business (up 47% as against a 4% rise last year).

The profile of Indian applicants is also seen as robust. "In general, Indians possess outstanding academic qualification and strong work experience many in the IT sectors," says Doris Sohmen-Pao, director of the INSEAD MBA programme.

The biggest reason for the rise in Indian application numbers seems to be the growth in the Indian economy. "Because of India's rapid economic growth, there is a huge need for talented leaders who have the knowledge, skills and attributes for global management," says David Simpson, senior admissions manager (MBA programme), LBS.

Adds Janet Shaner, director, MBA marketing, IMD, Switzerland, "As India participates more extensively in the global marketplace, Indians are recognising the value of gaining experience in Europe in particular and internationally in general."

It has also been seen that many mid-career executives in the IT sector tend to look at reskilling, hence, the need to return to school.

Who is Robert Scoble? - The impact of Blogs !!

Robert Scoble is Microsoft's alpha geek blogger, widely credited with giving the software giant a more appealing human face. The big news last weekend was that Scoble is quitting to join a video-blogging start-up company, PodTech.net.

Big news? Well, it dominated the blogosphere's news systems such as Tailrank, it was the top search item on Technorati. (Read the article here )

Robert Scoble's blog about his life and events inside and outside Microsoft became the unofficial corporate voice of the company.

Many turned to his blog to find out how the firm reacted to big news events. His blog won praise for its neutrality and readiness to point out Microsoft's mistakes or praise its rivals.
Scoble's blog, called Scobleizer, is widely seen as helping to humanise Microsoft and shift its stance from arrogant and aloof to one that is more inclusive and accepting of criticism

In a fitting twist, the news about Mr Scoble's departure broke on another blog before he had chance to tell regular readers via his own journal. In a posting on 10 June, Mr Scoble explained the reasons for his departure and said it has not arisen because he had fallen out with his employer.

Read the complete article on BBCE news here
"I love Microsoft and Microsoft did not lose me, at least as a supporter and friend," he wrote in the entry.

Happy Birthday Sameer!

A Facial or the cake...Whatever that was ! Happy Birthday to our man !

India!

What pictures come to your mind when you hear that word.??
Pictures of a developing economy?
Pictures of modernization?
Pictures of IT revolution.?
Or Pictures of Poverty..??

When I worked atHi-Tech city in Hyderabad, I was sometimes disturbed by the growing difference between the people. On one end, you have this technology boom because of which you see young boyz and girls getting loads of money and spending it on Multiplexes, Levis Jeans and Nike Shoes...And on the other end, you see people struggling to get 3 square meals a day.
These people work as daily construction of industrial parks (IT city..!)




From Time Asia Magazine:In Hyderabad, a migrant worker and her daughter sit outside their temporary hut near HiTech City. Men, women and children leave their economically depressed villages in the north to work as daily laborers on the construction of industrial parks and shopping malls in the more affluent south .


From Time Asia Magazine:Saturday night in Hyderabad. With the infotech boom in full swing, members of the younger generation enjoy their disposable income at the Bottle and Chimney Pub in the capital of Andhra Pradesh state


TIME Asia has a special feature on India. I got the upadates from Sambharmafia's blog

What is on the magazine.
1. Growing divide between the rich and the poor.
2. Mumbai is called the “City of Dreams”
3. A story on outsourcing says that India might not have the cheap cost advantage in the long run.
4. There is an article on transformation of the Tata group
5. manufacturing boom and the India – China comparison.

Scott Speaks



We have a treat planned for tommorow.!
Scott McNealy, chairman and co-founder of Sun Microsystems will open the new and expanded High Performance Computing Virtual Lab (HPCVL) at Queen's on June 15th.The MBA students have been invited to listen to his key note speech that will be accessible to the more than 300 researchers from across Canada.

From Wikipedia:
Scott graduated from Harvard University with a Bachelor of Arts in Economics. He received his MBA from the Stanford Graduate School of Business. At Stanford, McNealy met Khosla, Joy, and Bechtolsheim and helped provide the necessary organizational and business leadership for the fledgling Sun Microsystems ("Sun" originally stood for Stanford University Network). McNealy is one of the few CEOs of a major corporation to have had a tenure of over twenty years. McNealy enjoys playing ice hockey, a fact that is frequently brought up during interviews and press mentions.

Sun Microsystems Inc. chief executive Scott McNealy plays a prominent role in a Business Roundtable task force on sustainable alternative fuel growth strategies.Along with Sun founder Vinod Khosla he has started his own fund to invest in clean tech companies. Working with Microsoft co-founder Paul Allen they are financing a Seattle company that is trying to turn canola oil into diesel fuel.High oil prices alone are not the reason for the spike in interest. Low corn prices and technological advances have made ethanol a potentially cost-effective alternative to fossil fuels. An energy bill that passed Congress last year has also accelerated the adoption of ethanol by forcing oil companies to eliminate a popular gasoline additive, and it mandates that more biofuel be mixed with gasoline.

In the case of Sun Microsystems, the company became interested in energy conservation because of the increasing electricity demands of more powerful computers. Sun Microsystems began to overhaul its servers to use less power after customers said energy costs were rising.
Scott McNealy has stated that oil company executives have threatened him that if he is too aggressive in pursuing alternative fuels, they will lower the price of gasoline right when he tries to get his facilities off the ground and keep it low just long enough to drive him into bankruptcy. This has prompted Scott to seek energy stabilization legislation so if the oil companies follow through on their threat, a tax will kick in to keep gasoline from dropping below a certain level, and the tax on gasoline will be removed when the price goes above that level. Scott believes stable energy prices are essential in getting people to invest in alternative fuel technologies.

China CEO

As a part of the Microeconomics Team presentation ,one of the teams today talked about Outsourcing. There was a lot of interest/discussion generated.

The team had done tremendous research and displayed a lot of facts and relevant data.Towards the end, one of the folks suggested the audience to read 2 books to explore more about the world of Outsourcing.
a) The World is Flat...
b) China CEO.

I have read the first one and hopefully when I get some time out of this hectic schedule, I intend to read the China CEO !

Herez a cartoon that one of the folks started his presentation with .!!

IBM: I Stands for India.!!

India's economy grew 9.3% last quarter, and it is still home to the world's largest, fasting-growing offshore outsourcing sector, which generates about $17.3 billion in revenues and employs nearly 700,000 people, according to the McKinsey Global Institute.

India’s IT groups pose a growing threat to the global status quo. As services have become more standardised, big clients have split large IT outsourcing contracts.Indian outfits such as Infosys and Tata are among the best-managed companies in the emerging markets.

What does this mean?

1.A few companies back out !... Apple Computers subsidiary in Bangalore was let go recently. (The company will maintain a small sales and marketing arm in the city.) Apple spokesman Steve Dowling would only say the company had "reevaluated our plans" and decided to focus support center activities in other countries. ! There are rumors that Intel is reducing its head count in India.

2.A few companies gear up for the big challenge.
IBM plans to invest $6bn in India over the next three years – the country’s biggest inward technology investment – as the US group builds its presence in the world’s largest offshore technology services market( Read article here)


“I am not going to miss the [India] opportunity,”
Sam Palmisano, IBM’s chief executive, told a gathering of 10,000 IBM staff in Bangalore

The IBM CEO writes in the Financial Times today an article on how "How multinationals have been superseded"

In a letter published in The Financial Times for June 12, Palmisano said the old model of the multinational corporation should be scrapped. He favors a new type of enterprise that integrates all aspects of a company – research and development, produce design, etc. – across its international operations.

Having a large footprint in India also helps IBM keep close tabs on the local tech industry. Indian outfits including TCS, Infosys ,and Wipro pose a serious challenge to Western tech-services companies due to their low costs and high quality work. "We don't consider the Big Six outsourcers to be our threat," says Longseth. "Our competition is Wipro and Infosys. We see that if we don't move quickly, the Indians will be doing to strategic outsourcing what they have done to applications development."

Get..set...go
The last week was hectic.We had presentations, class facilitation and assignments. There was an exam too. I was tired at the end of the week.

I asked a senior from the previous batch if things were going to be like this for the rest of the year too. He had a smile on his face and said that things could get worse if I didn't prioritze and plan things. Phew ! Time Management is the key to managing things here and I need to get good at this that art.

BTW,I took my first MBA exam. To be honest, I was a bit tensed before the exam.I was giving an academic exam again after 6 years and it felt odd preparing for it. How did I do it ? Don't ask me ! I am happy that it is over.One of the questions was to read a newspaper article and comment on it. !

Saturday night was fun. I came back to the Graduate residence after a 5 hr long team meeting only to realize that the desi(Indian) gang at the Grad Res had organized a pot luck dinner.I wanted a break fromt the meetings and assignment and I joined the folks.It felt good knowing the other Indians here.Most of the folks are doing their Masters in the University here and a handful of them are working to get their bachelors degree in Engg. We ate some great food, played some games and got to know each other better.

Herez a pic of the folks whom I met. It felt good to meet a new set of folks.



BTW,An engg classmate of mine is coming to Ottawa from US tommorow and he will drive down to Kingston to meet me. I am meeting this pal after a long time. It'll be nice to see how much he has changed over the years.

Biz Statistics Exam this week.Trying to figure certain stuff out.Wish me luck.!

Business in India: Can India fly?
Source: The Economist ,Via Thomson Dialog NewsEdge



It has taken off at last. Only with further reform can it spread its wings and soar.
Workers of India, you have the world's attention.
Long neglected in Western boardrooms in favour of China, its yet more gigantic neighbour, India now appears on every corporate to-do list. Even in the furnace of pre-monsoonal heat, linen-suited Westerners (and Easterners) are appearing in Mumbai, Bangalore and Chennai, anxious not to miss out.
But will India fly? After all, it has been in fashion before, only to disappoint foreign and local companies alike. Despite its huge potential market of 1.1 billion people, despite its wealth of English-speakers and democratic institutions, despite its vaunted 15-year-old reforms, India has been a daunting place to do business, its entrepreneurs chained down by the world's most bureaucratic bureaucracy, lousy infrastructure and lousier Fabian economic ideas. The recent stockmarket gyrations--the Bombay index is down 9% in the past month, having tripled in the previous two years--hint that Indian business will once more land on the ground with a thump.
It won't. As our survey this week argues, Indian business has secured a niche in the world economy that can only grow in importance. The question is no longer whether India can fly, but how high--and whether the success of its business class can be spread throughout the country.

Some of the reasons why Indian business is in fashion again are indeed ephemeral: a well-orchestrated publicity campaign by India's government and nervousness on the part of some foreign companies about their exposure to China. But two things are much more permanent. First, India now boasts robust economic growth. Figures published this week showed annual GDP growth over the past three years has averaged 8.1%. Even the gloomiest pundits believe India's "trend" growth rate is at least 6%--the rate it has achieved since 1991, when Manmohan Singh, then finance minister and now prime minister, removed some of the most crippling constraints of the licence raj. And growth should be faster still if India is able to cash in its "demographic dividend". Its young population will add 71m people to its workforce in the next five years, or nearly a quarter of the world's extra workers.

More than just Bangalore
Second, India is producing far more world-class companies than China. The best known are the wizards of software and "business process outsourcing"--Indian firms have two-thirds of the global market in offshore IT services and nearly half that in BPO. But now they are being joined by manufacturers. Again, unlike China, this manufacturing boom cannot be explained by cheap labour, but by the efficient use of technology. India's merchandise exports grew by a quarter last year.Flush with cash and rich stockmarket valuations, Indian firms are now expanding abroad, snapping up Belgian gear-box-makers and German generic-drug firms.
Indeed, parts of Europe are in a funk about an "Indian invasion". France's Arcelor, the world's second-biggest steelmaker, would rather jump into a hasty marriage with Severstal, a Russian producer, than submit to the harsh rigours of a union with the world's biggest steel firm, Mittal Steel.
So expect to see a lot more of Indian business. But can its success make India as a whole richer? In economic terms, India is still poor and small. It holds a sixth of the world's population but accounts for just 1.3% of world exports of goods and services, and 0.8% of foreign direct investment flows (compared with 6.6% and 8.2% respectively for China). At $728, its GDP-per-head is less than half China's. Put as starkly as possible, Indian business will make a packet if the economy grows at 6% a year; but if the country is to catch up with China in the lifetimes of its young population (and provide them with jobs), India needs to grow much faster. Otherwise, poverty will persist for decades and social tensions will mount.
Sadly, political India suffers from complacency--a belief that, desirable though further economic reform may be, faster growth will happen anyway. Demography, it is argued, will help raise the level of private savings from about 29% of GDP now to 34% over the next five to seven years. Investment will follow, so GDP will continue to grow at 8%, even if reforms stall. Nothing can sap the momentum unleashed 15 years ago.

The 32-hour factor
In fact, government action is desperately needed to unplug bottlenecks that will tighten as the economy grows (it takes eight days, including 32 hours waiting at checkpoints and toll booths, for a lorry to crawl from Kolkata to Mumbai). Nor is it just a question of roads, airports and electricity. Most village children lack the basic literacy needed to find work off the land. India's admired technical institutes will soon be unable to keep pace with the demand for well-qualified English-speaking engineers, chemists and so on.Education has actually been the subject of fierce political debate recently. The issue, however, has not been raising standards, but wrangling about quotas that would give nearly half the places in India's colleges to members of backward castes. Caste-based inequality is an evil that should be uprooted, but this is a cynical piece of vote-grabbing: the latest twist involves promising that all eligible upper-caste candidates will get places too. Meanwhile, other reforms go undebated.
Trade liberalisation is halting and partial; the banking system allocates credit to the wrong placesIndia has taken off. Just think how high its people could fly without all those chains.

Management accounting is one of the subjects where you find all the "wannabe consultants" in the class very active.The Prof who is teaching us this subject Dr. Clinton Free, a Rhodes Scholar was a consultant with BCG.
Time and again, in the class, he shares some tips.But yesterday n, he asked the teams undergo a "Balance Scorecard Simulation" - a game where the teams were supposed to make certain decisions and then increase the profits.

Our team couldn't do so well. We got "fired" in the 11th quarter but another team did really well, grabbed the market share, increase the revenue and had really good profits.They were the champion and Ashok's post (http://business.queensu.ca/mbast/blogs/araghupathy/) June 9th, 2006 post truly explains how the champions felt !:)

Queen's MBA blogs
A few of my MBA classmates have started blogging about their life at Queen's .
You can catch the excitment here
( http://business.queensu.ca/mbast/blogs/ )

Here are their profile:

Ashok Raghupathy
I was born and raised in Bangalore, the silicon valley of the east. My journey in the corporate world started in Mumbai, India for Tata consultancy services. On completion of one of the largest core banking projects for India’s largest retail bank, I moved on to Philadelphia in the United states for a Wealth Management company. I have worked with close knit teams to tackle quality, production and technical issues.

Deacon Liddy
I'm an MBA student planning on specializing in consulting. I received my Bachelors of Science in Civil Engineering from the University of Calgary in 2003 and moved to Vancouver thereafter to work in environmental consulting for Conestoga-Rovers & Associates. Prior to arriving at Queens in May, I took time to travel to Europe including a 3 week hike along Turkey's Turquoise Coast.

Louis Ko
I was born in Hong Kong and moved to Toronto when I was 10 years old. I have lived in Richmond Hill for the past 15 years and am the younger of 2 children in my family.After graduating from the University of Waterloo, I have worked as a software developer and a consultant at a few companies. These companies include Longview Solutions, INEA Corporation, Bearingpoint, and Redknee Inc. The work that I do usually involves developing Java applications that connect to various database back-end.

Maada Kpenge
I was born in Sierra Leone, a small idyllic country in West Africa. The eldest of four children, I spent 5 years in boarding school, which was quickly followed by another 5 years at university studying Mechanical Engineering.Upon graduation, I was employed by a mining company, and spent a few more years honing my engineering skills. I gained a lot of experience managing projects and people, and developing software to schedule and track maintenance activities. In 1996, I left Sierra Leone for England, completed a postgraduate degree in IT, and began work as a Software Engineer. Since 2000 I worked for Merrill Lynch [before joining Queen's].

Rahul Chodavarapu
I was born and brought up in a small Indian town Warangal where I have also completed my Bachelors in Chemical Engineering (can't remember even the compositions of a few chemicals now!!!) in May 2001. I have worked in Wipro Technologies (for who don't know about the company, its the 3rd largest IT services company in India) for the last 4 years, before joining Queen's MBA. I was fortunate to work as an analyst for Wipro's client Fulcrum Connections, a Gas connections company in UK. This stint was a key driver for pursuing an MBA, especially from a renowned international school and here I am now at Queen's.

Laurent Villanueva
I am originally from Bayonne, a small town south west of France surrounded by Spain, the Atlantic ocean and the Pyrenees mountains. I have studied engineering and then started my career working for Siemens VDO Automotive, before moving to one of it's subsidiary called Synerject. Before I joined Queen's I was Business Manager for Synerject main customer. My job gave me the opportunity to travel a lot in Europe and in Asia, and to live one year in Australia. Being part of the Queen's MBAST program in Canada, is another exciting adventure for me, and I am going to enjoy the experience 100%.

Robert Wall
I grew up in and call New Zealand home; but I was actually born in Canada, leaving when I was 2 years old. After completing my bachelor degree in civil engineering I went to work for a large engineering consultancy on a variety of building and infrastructure projects. I was based in Wellington, New Zealand, and enjoyed a good social and outdoor life; including learning to sail. 18 months ago I emigrated to the United Kingdom. I had a fantastic and busy time; my work was at a similar engineering consulting firm but on a bigger scale, and I spent my holidays visiting many interesting places across Europe. I'm now set-up in Kingston and my MBA is well underway.

Sarah Brooks
I am the only non military member of my family (my mom did wear army boots) so I grew up all over Canada. The majority of time was spent in Nova Scotia so I considered it to be my de facto home. I did my undergrad at Waterloo in Chemistry and moved to the US right after graduation to work as a research chemist at HMR (now Sanofi-Aventis). While there I developed an interest in productivity tools to accelerate research and left the bench to do technical sales and marketing for small companies all over the US and Canada who develop these technologies. I have done hardware, consumables and software at 3 different companies. I just moved back from Manchester UK where I was a field application scientist for a California based software company.

Shawn Gee
I've spent the last 8 years serving in the United States Navy as a submarine officer. I traveled to exotic ports of call (most of which an average tourist would never choose to visit). I enjoyed working with the competent sailors and working in an unpredictable and stressful environment, but I did sacrifice the ability to stay in touch with my family. Before I joined Queen's I was a Navy instructor and spent my time teaching new officers how to assimilate to submarine life.

Yan Chen
Originally from Beijing, China, I'm currently enrolled in the MBAst program at Queen’s University. This is a huge transition for me, not only because Canada is a new country to explore, but also because I've had very limited business exposure prior to coming here. I'm a scientist by training, having conducted several exciting bio-medical research projects in the past. After obtaining my Ph.D. degree in Neuroscience in the United States, I realized the shortage of scientist that really know business in Biotech industries and decided that bench work in a lab is not all for my career. Thus, I jumped on the opportunity to start the brand new life experience in a whole new world.

Some pictures from the Canoe trip that we went last week:


Stacy Kelly, the program manager


Gearing up for the big challenge ahead !


Am learning the tricks of the trade.



The team poses before the show.



Having fun !



Cheers !

Lunch with the MBAst advisory board
The MBAst batch of 2007 had lunch with the advisory board on Wednesday.The advisory board spoke to us,asked us about our background,aspirations and reason to chose Queen's for MBA.I enjoyed a good discussion that we had with Mr. Greg Gulyas,Vice President, Business
Development and Outsourcing Sales Global Services, IBM.

The MBAst Adivsory Board members:
Sue BantingPartner, Ray & Berndtson

Peter EddisonPresident & CEO of AutoSkill International Inc.

Toni GarroVice President, Human Resources, AstraZeneca Canada Inc

Lib GibsonCorporate Advisor, Office of the President, BCE Inc.

Greg GulyasVice President, Business Development and Outsourcing Sales Global Services, IBM

Tom HarrisDean of the Faculty of Applied Science

Kevin McCrackenDirector, Product Management, NewStep Networks

D. Wayne McIntyre Management Consultant

John Molloy President and CEO of PARTEQ Innovations

Eugene RomanBell Canada, Group President, Bell Systems & Technology

George RossolatosPartner, TorQuest Partners Inc

Steven Van BinsbergenPrincipal and Head of the Commercial Sector Practice, Courtyard Group

Rob Bruce - President, Rogers Wireless

Andre Duquenne - President, T2ic

Andrea Englert-Rygus - Vice President of Business Operations, Baxter Canada.

Challenges for Infosys

Yale Global Online has an interview with NRN.You can read the entire news here but what caught my attention was this question the Challenges for Infosys.

Here is the summary:

1.Move up the value chain.
We have to enhance per capita productivity.NRN believes that just as the per capita GDP is a good index of the development of a nation, per capita productivity is a good index of the growth of a corporation. So there is a need to enhance per capita productivity. To do that Companies need to become more and more relevant to the customers’ businesses and need tp have greater and greater impact on that – which means providing more and more end-to-end business solutions.innovative technology.In other words, they need to do more consulting, more business assistance integration, etc.

2.Scalability:
Companies need to handle scalability, scalability in terms of the number of customers, scalability in terms of the number of employees, scalability in terms of physical infrastructure, technological infrastructure, etc. For example , Infosys today, has about 52,000 employees,55,000 known networks. It needs to train about 20,000 people in a year. It has recruited 300 students, people from the colleges in the US.It is taking them for a nine-month long training program. It’s the first time in the history of India that a set of 300 employees who will work in the US are going to India for a training of nine months. So scalability is another challenge.

3.Diversity: The ability to work in multicultural teams is another important challenge.

4.Better Infrastructure:Need to create better infrastructure in the cities, because that’s where all our operations are.

5.Enhance our brand equity,because we have to get to more and more get hundreds-of millions-dollar projects, maybe a billion dollars or more for outsourcing projects, etc.

Orissa gears up to be the next IT zone

The state government has identified and established a separate economic zone called Infocity in Bhubaneshwar and has dedicated it for the development of IT and ITeS industry

Read the article here

The Maverick Management Guru
During one of the breaks today, I glanced through the Financial Times.
I was surprised to see a big article on Prof. Arindam Chaudhuri,the maverick management guru and his Business School - IIPM !

After the big IIPM story that happened in India last year, I was wondering what the blogger community had to say about that.? :)
BTW,herez the article

Saturdays and Sundays are supposed to be weekend.One is supposed to relax,take time out to do his personal stuff, and gear up for the week ahead.But,it looks like,this definition does not hold good for the MBAst students. The weekends are full of work.Throughout the week, we get loaded with knowledge,assignments and stuff and in the weekend, we try to complete the tasks.
Here is a sample of how my calendar looks like in the week ahead:

Tuesday: Microeconomics Presentation
Wednesday: HR&OB class facilitation and discussion.
Thursday: Macroeconomics Assignment submission
Friday: Statistics Assignment submission
Friday: Mid Term Exam for Macroeconomics

Did somebody say that life in B school was fun !!

Go Canoe




Classes, assignments, discussions, analyzing cases take the most of our time!
A few of us get stressed out. Others don’t exercise. Hence, the ‘Fit to Lead’ program at Queen’s.

We had limited time in hand. So, as a part of the "Fit to Lead" program, the Class opted for a Canoe Trip.We zeroed in on a day after checking our calendars only to realize that it was not the perfect weather for an outdoor trip.It was raining, it was breezy, it was cold! But that did not dampen our spirits.We had a 40 minute bus ride after which we hit the lake. Ryan, our 'Fit to Lead' coordinator had arranged everything for us.

After a sumptuous lunch (we even carried some cookies to the canoe),we hopped into our canoes and started paddling... It was fun. It was distressing.Paddling through the cool calm lake was a beautiful and wonderful experience. A few of us were beginners and experienced a few canoes tumbling into the water!


In the evening, we had the Point 4. Almost 80% of the class was there for the evening. We celeberated a few Birthdays. There was a burger eating challenge in which a guy ate a BIG burger with french fries etc under 7 minutes !!

MBAs work for Women,too !
No excuse for both sexes not to pursue biz degrees, Anne Howland writes in this article

A recent poll of 400 Canadian business leaders showed 56% of women in senior-level positions believe there are multiple barriers to female enrolment in MBA programs.
Interestingly, the survey commissioned by the Queen's School of Business found that just 30% of men in senior positions feel the same way.

The obstacles most often cited by women are family responsibilities (36%), lack of financial resources (18%) and lack of female role models (6%).

Canada cannot compete in a global marketplace if half of the nation's potential talent pool feels discouraged from pursuing the crucial business training that comes with an MBA," according to Shannon Goodspeed, director of the Queen's MBA for Science and Technology.

Google within Queen's

Google's University Search enables you to narrow your search to a specific school website.
Try it for things like admissions information, course schedules, or alumni news.

Herez the link for Google Queen's ( http://www.google.com/univ/queensu)