As shared earlier I defended my doctoral thesis in April 2018. On 30th June 2018 Entrepreneurship Development Institute of India (EDII) hosted the 19th Convocation of its Academic Programs. Happy to share that I participated in the convocation and received my “Fellow in Management” title. Incidentally I am EDII’s First Fellow.
Here are some photos from the event:
I am happy to share that my first FT50 journal publication just got online: https://www.sciencedirect.com/science/article/pii/S0883902617308376
My paper (co-authored with Dean A Shepherd) is published in The Journal of Business Venturing (popularly called JBV). JBV is widely accepted as the top entrepreneurship journal in the world. It is one of the top 50 journals in management too (an FT50 journal).
What is a FT50 journal? The Financial Times (FT) List of 50 Journals, popularly called “FT50” is considered the top journals in business and management. Publishing in them is considered prestigious. They are used to evaluate the research contributions while arriving at the top business school ranking. It is therefore not surprising that getting published in them is highly competitive and extremely rigorous. Here is a present list of the top 50 journals (FT50) – https://www.ft.com/content/3405a512-5cbb-11e1-8f1f-00144feabdc0
Hope to write more FT50s 🙂
Business Plans are an important and highly debated artefact in entrepreneurship. Since I teach and research this subject, I get asked this very often. I am one who believes that “planning” is more important than “plans” and have advocated this to all my students. There are enough opinions for and against writing business plans, but I think this article caught my fancy. The main message is — don’t plan early; don’t plan for too long; and keep planning alongside other activities.
I liked this article for a few reasons:
- It moves beyond the “should we?” debate
- It is a research based work and not an opinion
- It shows that it pays to plan
- It shows the pros and cons of planning for entrepreneurs
I think entrepreneurs must read the article. More importantly I think entrepreneurship educators must read this article.
Hope you enjoy reading it.
I am pretty curious about what makes certain organisations sustain an innovative culture while most others struggle and stagnate. This led to me to explore Corporate Innovation and Entrepreneurship as one of my research areas.
Since teaching is a good way to learn, I also teach topics around my research interests. One such new course is what I recently taught titled “Designing and Leading the Entrepreneurial Organisation” for the post graduate students of The Entrepreneurship Development Institute of India (EDII). Since the course refers to a lot about how to create and sustain entrepreneurialness within organisations, our discussions revolved around two problems — stopping bad habits (those that stop innovation) and cultivating new habits (ones that catalyse innovation)! While most courses discuss the latter, very few discuss the former. Without taking care of the former, the latter may not really work. Is that really why many new initiatives to sustain corporate innovation not result in results?
Though the course is formally over now, here are links to two articles that I would have (will use in the next edition of my course) shared with my students:
How to banish bad habits from your company? — Link: https://www.strategy-business.com/article/How-to-Banish-Bad-Habits-from-Your-Company
Creating a culture of innovation — Link: https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/creating-an-innovation-culture
While many of our readings are from journals and magazines, both my students and me keep sharing newer materials to supplement our learning. These also help us enhance the quality of our discussions inside and outside the classroom.
I thought it might be useful sharing it here so that we could hear from what you, the reader, thinks as well.
What according to you helps create an innovative organisation?
Thats what my friend asked me when I told him that!! 🙂
Here is my rather boring explanation: Fellow Program in Management (FPM) is a doctoral level program offered by various institutes in India. The FPM is an All India Council for Technical Education (AICTE) approved four year doctoral program. When you complete the program successfully – which includes coursework, thesis and viva-voce/defence; you become a “Fellow”. The Indian Institutes of Management have been a pioneer in granting this title. In recent times many other institutes have been offered permission to run these programs. Note: All FPMs being offered are not AICTE approved. Kindly check.
Since I recently completed my FPM from The Entrepreneurship Development Institute of India (EDII), Ahmedabad, I am now officially a “Fellow” of the institute. Prof. Sunil Shukla (Director, EDII) was my research guide. Prof. Amit Dwivedi and Prof. Lalit Sharma (Faculty Members, EDII) were my thesis advisory committee members. Prof. Sasi Misra (Institute Professor, EDII) was my FPM Executive Committee Chair. Prof Mathew Manimala (earlier Professor, IIM Bangalore) was my examiner for the final viva-voce. Completing my FPM in front of an august group of Indian researchers, was both an honour and privilege. The photo on the right is a happy memory captured after the defence and viva-voce with my Thesis Examination Committee (the five people who sat in my viva-voce).
EDII was the first institute to start a FPM (doctoral level program) in entrepreneurship in 2014. Since the institute’s FPM is focussed only on entrepreneurship, I think I can tell people that I am now officially a “Fellow” in Entrepreneurship.
My thesis was titled “Corporate Accelerators: A grounded study of motives, manifestations and measures”. I have a couple of papers based on my thesis under review in “Top Tier Academic Journals in Entrepreneurship”.
Thanks to all of you who helped me go through this long and arduous journey. I am now ready for a career in academics.
Title: Creating Great Choices – A Leader’s Guide to Integrative Thinking
Authors: Jennifer Riel and Roger L Martin
Life is spent making “Choices”, or at least we believe so. At times we do not make choices and wait until only one option is left in front of us At times we make compromised choices. Rarely people are able to make the much needed “trade-offs” between options. While “making trade-offs” is what makes choosing options difficult, Riel and Martin suggest in this book that there is a third possible way – a method to mix the best of two opposing options and thereby create a third option.
Integrative thinking was introduced by Roger Martin in an earlier work. He suggested that integrative thinking was a useful solution when the trade-offs to be made was painful to make. But his earlier work had given an impression that integrative thinking was an innate skill possessed by a few. Building on Martin’s earlier work on integrative thinking, the authors break this myth by providing a four-stage approach to practising integrative thinking. While the various stages are filled with subjective actions, the overall approach gives a sense of order to an otherwise art-like activity. Part one of the book also provides the theoretical background to the four-stage model being developed in the book. Briefly the authors review design thinking and behavioural decision-making. They also provide some key works that interested individuals can look up if they wish to learn more about these two subjects. They build a case for why three missing components (metacognition; empathy; creativity), if built, can help overcome the inherent limitations in our decision-making. These also are the basis for the four stage approach.
I am a big fan of Martin’s writing. I have reviewed, used and recommended his book “Playing to Win” innumerable people. I think this book does to thinking, what “Playing to Win” did for strategy. The book details the four-stage approach to integrative thinking:
- articulating opposing models
- examining the models
- generating possibilities
- assessing prototypes.
The second part of the book details the four stages with clear instructions on the sub-stages involved, tools required and practices to be followed. The book provides numerous templates for practicing the specific sub-stages. There are also number of suggested exercises under the “Try this” feature.
The book has numerous stories of individuals and organisations who have practiced integrative thinking. This gives both credence and inspiration for anyone to try using this approach in their lives. In an increasingly volatile, uncertain, complex and ambiguous world, when making trade-offs becomes painful, integrative thinking can be a handy solution.
We are all taught from our schooldays that every problem has “one right answer”.
As good children we learnt it really well. As we grew up this was reinforced by the high school teachers; undergraduate lecturers; and even by our post graduate professors. So we formed this mental model firmly in our heads. We made it stronger every time by listening to only those who reinforced it. Every time someone would question it or force us to think (basically question it) we resisted it (unconsciously).
But pause and ask yourself this question: Do situations in life have one right answer (really)?
You know the answer but your mental model makes you go for the opposite. Why?
Ask? Question? Think? Redeem yourself!!