00:00On this August day of our foundation, we must reflect on this world of ownership.
00:17What does the world ownership actually stand for and where did this all begin?
00:22So, I started thinking and you know, before I could lose my chain of thought, I said, I'll write certain things down.
00:28I mean, think about ownership. Let's take, for example, an instance of ownership of property.
00:34How did ownership come about? Since when property started to belong to individuals?
00:42And when I say property, let me be very specific. Let's say land, for instance.
00:48What is the origin? I think you need to study that the roots of ownership have changed,
00:57probably lions say anything, but the types of ownership has changed over a period of time.
01:01I was reflecting because I'm not a formal but informal student of history. I love reading history.
01:09If you go back and read in the Mauryan period, there was the concept of Ganasankhas.
01:15Gunasankhas are Ganasankhas, which means actually at that point in time, all property belonged to the community.
01:23The land belonged to the community. And the land revenues were also collected based on that from those communities.
01:31And there was a separation between the revenue collectors and actually people who had lost them.
01:37Many, many years later, in the time of Appar, this process was again reintroduced with a deviance.
01:47And if you study this, then the concept of ownership then also was different.
01:52And there were, you know, these things called, you know, Mahalwari system, the Jagirdari system, the Mansabdari system,
01:59which also talked about separation of ownership of land and getting revenues from the land.
02:05I'm just giving you land as a case in point.
02:10How does it reflect on you on this momentous day of our institution's foundation?
02:15Is that while the land, the buildings, the infrastructure will remain here in Rohtak, in this campus when you leave,
02:30but you will probably continue to get revenue from this institution without actually owning the physical assets.
02:40And that revenue does not necessarily mean revenue from financial revenue.
02:46And it might actually, I can give you a model by which it could be financial revenue as well.
02:51You will continue to benefit from this institution directly, indirectly and still continue to have that ownership.
02:59And ownership is the foundation of creating an institution, which means it's not the physical ownership, it's a sense of ownership.
03:11When you start to feel that this organization, this institution belongs to you and I must treat it with respect.
03:18And for that, you need to build something called an organizational culture.
03:27Now, as I was reading and I was thinking and I was reflecting, I thought of what could possibly be.
03:34I mean, there are numerous models, there are professors of organizational behavior sitting here, so I don't want to get into their domain.
03:40get into their domain, but what I could think of as the key ingredients of an organizational culture to build an institution are following.
03:48One, I believe that we need to have shared beliefs, shared values.
03:55Which means, if as an organization we believe innovativeness is something which is important to us, it must be shared.
04:03It must be believed that every single participant in this community should think that innovativeness is important to us.
04:10Openness.
04:12It could be, maybe, a tradition.
04:16I do not know.
04:18But we have to choose a value or values, a set of values which we share.
04:24And it has to be shared by all community members.
04:27Second, which comes to my mind, is symbols.
04:30And that's why you have logos.
04:32Symbols are very important.
04:34Those symbols have to be shared and have to be sacrosanct.
04:37Because symbols tie us together, they bring us together.
04:40That's why flags were important.
04:42If you go back to the history of flags, again you will learn a lot about the importance of symbols.
04:47Because they are a very strong ingredient of building an organizational culture.
04:53Recognitions.
04:54What is important to you should be important to me.
04:57Should be important to all stakeholders.
05:00Which means some recognitions which we must share.
05:04Which means if a student wins a particular award,
05:08if the award is not appreciated by other students,
05:10it really does not build an organizational culture.
05:12We should have shared recognitions as well.
05:15Then, what comes to my mind is shared behavioral norms.
05:19In IIM system particularly, we pride in this.
05:23That we have shared norms of behavior.
05:26We behave in a particular manner.
05:28The level of faculty-student interaction in IIM system is not that of the university.
05:33It is not that of even IITs.
05:35The interaction is very, very strong.
05:37And people interact quite frequently and even informally.
05:41This is a strength.
05:43This is a case in point of how we have shared behavioral norms.
05:48Where you can interrupt, you don't have to schedule a particular,
05:51you know, you stop people on the hallway and start having a discussion with them.
05:55These are shared behavioral norms.
05:56You may not be able to do this in various industries, in various settings.
06:00Finally, I think a shared skill set.
06:03That all of us must have something shared, which we possess.
06:06That is probably the best thing that comes to my mind is the case-based pedagogy.
06:11That's why IIM's pride in the case-based pedagogy.
06:14Because that's something we use predominantly in imparting education.
06:17And as well as our students appreciate that this particular pedagogy allows them to learn
06:24and also hone their decision-making skills on various business dilemmas,
06:29which are confronted or presented to them in a given context in the form of a case.
06:35With all of that, I thought I should first give you an example and then maybe come up with something.
06:41I was just thinking, you know, I had to come up with all of this material.
06:44I wasn't prepared.
06:45I thought, let me think about it.
06:48If I could give you the best example or the examples come from the military.
06:53I wrote a book many years ago on military leaderships and lessons for the businesses.
06:59There's so much we can learn from all of our organization, culture.
07:05It transcends boundaries.
07:07Think about this.
07:09Think about a regiment called Jammu and Kashmir Light Infantry.
07:15Anybody from the military background care about father, mother, brother, sister, anybody in the army?
07:21Anybody?
07:22With a show of hands?
07:23Nobody?
07:24Which means defense people are not sending their kids to IIMs nowadays.
07:27Is there anybody at all?
07:30None?
07:31Anyhow, they must have all joined the defense forces then.
07:35Think about this.
07:36There is a regiment called Jammu and Kashmir Light Infantry.
07:39I have some people calling the defense forces right in the first row.
07:43The troop composition, which means the soldiers predominantly, not predominantly, all of them are largely Muslim.
07:53All of them.
07:56But the officers can be anybody.
07:59The troops are drawn from a particular area.
08:04That's how the army works.
08:06But the officers are from any religion.
08:09So they will have a pastor, a priest, or so forth, who will then have a religious sermon.
08:20It's part of the traditions.
08:23An officer who is a non-Muslim will lead them.
08:27It can only happen in the defense services.
08:34In the…
08:35In…
08:36You know, I do not have a lot of knowledge about theology.
08:40But the…
08:41You know, the person who would be leading the prayer would be a non-Muslim.
08:46The prayer would be a non-Muslim.
08:49And it's a tradition which has been followed for…
08:52For 75, 70 years since our independence.
08:55So, KM is for?
08:57Keepers of tradition.
08:58Are you all there?
08:59We are going to keep our traditions?
09:01Yes.
09:02Yes?
09:03Yes.
09:04And you are all ambitious?
09:05Yes.
09:06Yes.
09:07You are all going to do better?
09:08Yes.
09:09You are all going to be thoughtful.
09:10Please be thoughtful.
09:11Honest?
09:12Yes.
09:13Yes.
09:14At least they will try.
09:15Yes.
09:16Yes.
09:17Organized?
09:18Yes.
09:19Well, you should be organized because that's something that I am pride in.
09:24And righteous.
09:25Always try to be fair.
09:27And I'm trying to say, be fair.
09:30So, I hope that we genuinely attempt to become cut holes.
09:36And I wish to congratulate all the students.
09:40The FPM students who have contributed in the research of this institution.
09:44The PGP students through their plethora of activities which they have undertaken.
09:49Our students of other programs who are now going to be contributing and taking ambassadors
09:54of our institutions and the industry.
09:57Faculty, they have been leading the charge in making IIM Rotak one of the best in India
10:05and amongst the best in Asia.
10:07And hopefully you are aspiring to the best in the world.
10:10And finally, the administrative staff of this institution and all the staff members
10:15who silently work behind the scenes to provide that facilitative environment so that all these
10:21transactions could take place.
10:23Ladies and gentlemen, I wish to congratulate all of you on this momentous day.
10:29And I wish you all the best and we can have some question and answer hereafter.
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