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A synergetic framework
Team Mission-Collaboration
11/28/2009
Team Mission-Collaboration
Deepika Verma
Deepika.verma@greatlakes.edu.in
Ph: 09962593993
Guravareddy.maruri@greatlakes.edu.in
Ph: 09962558750
Table of Contents
2. Introduction ..................................................................................................................................... 4
7. Challenges ..................................................................................................................................... 20
8. Conclusion .................................................................................................................................... 20
9. Way ahead..................................................................................................................................... 20
This paper provides who all are the key stakeholders in industry, academia and government
while collaborating with each other and what are the challenges each is facing in the existing
situation. It also provides the necessity of a synergetic framework and guides the importance of
it when compared to inter dependent framework that is existing currently. Then provides the
road map for deploying the synergetic framework by clearly specifying how industry can help
academia and government, Government can help industry and Academia, Academia can help
government and Industry and each acting as the interface for the development of other two.
This followed by the challenges with the synergetic framework and the roadmap for the future.
2. Introduction
Considering the expanding need of technological advancement in industrial environment,
necessity of world class education for competing with advancing and advanced countries
and to cope up with the challenges to become the global power, there exists a need to
create a synergetic and integrated framework which can address the problems of
academia, industry and government.
The framework that exists in India today is an inter-dependent framework and is mostly
dependent on need basis i.e. whenever there is a necessity comes from Industry,
Academic world or from the government, and then it will request the required body to
address the problem. And because there is no structured process or mechanism through
with it needs to be done, it will take ample time for the task to complete. By the time it
completes may be the necessity of the task may be over and hence
Collaboration between the government, schools and the workplace proceeds from the
current economic context of industrialized countries. The need to create these linkages
mainly results from growing concerns about the consequence of market globalization and
the fierce competition that regulate the commerce of goods and services. These effects
have led to recognize the increasing importance of a qualified and well-adjusted
workforce in the production process in force.
Industry
Stake holders •NGOs,CII,FICCI
•Organizations
•CSR team
Challenges •Poor conceptual framework for research
•Lack of skilled workforce
•Adaptation of technology
•Volatility in supply and demand of goods and services
•Stringent government regulations
•Low public spending
•Very high competitiveness
•Volatility in foreign markets
Academia
Stake holders •College and Universities
•Teachers, Students, Parents Group
•Academic communities
Challenges • Identifying and addressing needs of the industry
•Lack of real time exposure for the students
•Lack of required infrastructure in all levels of education & Shortage of trained faculty
•Lower compensation to the academicians
•Relevance of education to the industry needs
• Insufficient availability of funds
•Lack of multi disciplinary approach
•Very few quality schools, colleges and universities
Government
Stake holders •MHRD , NKC
•Regulatory bodies
•Planning commission
Challenges •Technology upgradation
•Beaurocratic approach leading to slow progress
•Poor execution
•Corruption & lack of political will
•Lack of funding for infrastructure development
•Sustaining the high growth
•Unemployment & Inflation
4. Necessity of the synergetic framework
Interdependent framework is purely transactional and lacks mutual sharing across the
industry which includes re-inventing the wheel every time. Integrated framework is
structured where one function acts as a catalyst for the development of other two with
collaboration of all functions and execution of strategy has pivotal role.
1. Industry To Academia
2. Industry To Government
3. Academia To Government
a. Ensuring multi disciplinary approach: This ensures the talent pool will
be ready to create their own employment based on the gaps rather than
looking of the jobs where there are saturated markets.
b. Ensuring the talent equipped with required values: The talent who run
the government come from academia only. So, it needs to ensure that the
practices are fully equipped which keep the young minds with the vision
more futuristic as well as realistic. The curriculum need to be designed
based on the requirements and need.
4. Academia To Industry
a. Creating talent based on the needs of the industry: This should be
religiously practiced considering the need of industry from academia who
can understand the real-time environment in the corporate. People from
industry need to discuss the case in the colleges in the form of workshop
and provide real time exposure to the students. This not only provides
visibility to the companies but also can tune the workforce for its
requirements. Students get real time exposure and able to appreciate the
academics. This strengthens the interaction between industry and
academia.
5. Government
Government to Industry:
c. Identify and Implement the best practices: Govt should identify the best
practices in academia by providing necessary infrastructure and autonomy
to experiment and enforce those best practices throughout the state.
Independent govt body should ensure the best practices in academia by
industry should reach out whole state.
b. Stage II: Defining and implementing new methods
1. Industry To Academia
3. Academia To Govt
4. Academia To Industry
Often academics are involved in academic or pure research which may not
have applied aspect to it. With time the academicians tend to become too
conceptual and too far removed from the real problems that the industry
might be facing.
5. Government
6. Government to Industry:
7. Govt To Academia
b. Enabling e-Learning: This bridges the gap between rural and urban
education institutions which is a big concern now. By providing e-
learning, students will be able attend lessons from great faculty across the
world. This also ensures the implementation of the best practices much
easier. By showing videos and electronic material, can educate students
with virtual reality.
c) Infrastructure: This is one of the key areas where government needs to help
in building the gap between industrial houses and academic world. It is not
possible for any collaboration to sustain without solid foundation. And
government needs to help with that kind of foundation which will reap the
benefits for all.
6. Different Cases from Industry, Academia and Government:
Case I: Industrial leadership collaboration of Murugappa group with IIM
Bangalore
Case Ref: First Hand Information (Discussion with Mr.Parrikar (Ex. Chief
Minister of Goa) and Mr. Muthiah (Corporate HR for CUMI – Murugappa Group)
Murugappa Group, which nurtures leaders within the company, would like to imbibe
people skills in middle level managers through professional training for future
leadership roles.
Murugappa Group, which is a family run business of $ 3.14 Billion with around
35000 employees, nurtures its leaders with the help of collaboration with a
management institution. It selects around 30 Asst.General Managers and Managers
from the group of 250 middle level managers based on certain criteria. IIM-B runs
special program for these General Managers and nurtures them with people skills.
Case II: Provision of infrastructure to some of the schools on ongoing basis for 15
years by Mr.Manohar Parrikar as Chief Minister of Goa:
Case Ref: First Hand Information (Discussion Mr. Muthiah (Corporate HR for
CUMI – Murugappa Group)
Goa Chief Minister handed over 50 schools to clubs and women’s mandals where the
students are less than 12-15 with sufficient infrastructure to develop them as fully
equipped schools with all facilities. Also provided the students with scholarships and
loans for all the needy people based on the economic background. Seven students will
be selected out of Goa and were helped throughout the education without any
expectation. That is the kind of initiatives needed from the government to help the
education sector to flourish.
Case III: Tata Education and Development Trust: With a single motive of promoting
the acquisition of knowledge by Indian youth in leading global academic institutions
and aiding research in agriculture and nutrition. Tata companies and Tata trusts
spent $170 million in 2007-08 – 3 per cent of the aggregated net profits of Tata
companies – on a variety of causes, including science, medicine, social services, rural
welfare, performing arts, education and the needs of children. Tata philanthropy has
established pioneering national institutions in India in the fields of social science,
cancer research and treatment, and tropical disease research.
Case IV: Research support from Academic Institutions to DRDO: DRDO supports a
substantial amount of extramural research in academic institutions and other
laboratories on defence related problems through various grants-in-aid schemes and
other sponsored projects. The ER (Extramural Research) scheme also supports the
instrumentality of Memoranda of Collaboration (MoC) between DRDO Laboratories
& Establishments and academia. These MoC invariably involve more than on DRDO
establishment and cover explorations and investigations on a range of topics within a
broad subject arena that generically cross-link the research activities of the
collaborating Laboratories & Establishments and the research-disciplines of the
selected collaborating academic institution. Such institutional cross-linking is
organic, not episodic, and is made operational in a MoC through a management
structure which includes in its standing arrangements representation of directors of
the collaborating DRDO institutions. Approved Research Institutions, Universities or
Colleges, Departments or Laboratories or Scientists of eminence attached to reputed
industrial firms with R&D facilities both in the Government and Non-Government
sector.
7. Challenges
a) Lack of Pro-activeness among academia and government may lead to loss of funds.
e) Unnecessary regulations through government policies may affect the efficiency of the
systems.
8. Conclusion
Components of the policy must include encouraging the support from all the parties for
achieving a competitive environment for private enterprises, academia acknowledging the
importance of improving our capacity in innovation and technology and overseas markets
and acknowledging the appropriate role for governments in reducing structural
impediments and catalysing necessary skills enhancement. Only by taking such a
balanced long term approach will the Indian community be able to achieve the generation
of savings and investment, the degree of integration into the international market place
and the creation of self sustaining and satisfying jobs to which we aspire.
9. Way ahead
a) Providing a common database for information and knowledge across the academia.
b) Connecting all schools and colleges with a single internet connection and
implementing a standard set of world class best practices through online courses.
c) Providing a community among the three to discuss issues online in real time and
seamless integration of all the processes without any beaurocratic approach.
e) Using social media as a channel to integrate virtually and tracking the issues to ensure
the compliance of all the systems.
10.References
1. Role of Government: As an Enabler, Regulator, and Provider of ICT Based Services
2. Subhashish Bhatnagar, Professor Indian Institute of Management, Ahmedabad
3. A Study of the Role of Government of India in Helping Indian Pharma Industry Cope
up with the Challenges of Product Patent Regime : European Journal of Economics,
Finance and Administrative Sciences - ISSN 1450-2275 Issue 13 (2008)
4. Factor Employment, Sources and Sustainability of Output Growth: Analysis of Indian
Manufacturing by Arvind Virmani and Danish A. Hashim (Apr 09)
5. Ministry of Finance, Government of India: Working Paper No.3 /2009-DEA
6. Urban Issues, Reforms and way forward in India By Chetan Vaidya (India’s future
strategy)
7. http://business.gov.in/innovation/suggestions.php
8. http://india.gov.in & http://business.gov.in/enterprises/govt_measures.php
9. http://www.eis.ernet.in/index.htm
10. CII: Confederation of Indian Industry
11. Incoherence in the collaboration between government, schools and the workplace :
cooperative education in quebec Theme : Creating Linkages : Government, Business,
Education and training
12. Future Training Needs in Pharmaceutical Sciences; establishing a Dialogue between
Academia and Industry
13. Economic Survey 2008-09
14. The Role of Private Industry & Government in critical infrastructure Assurance
15. Australian Chamber of Commerce and Industry : Role of Government Industry
Programs
16. A Study of the Role of Government of India in Helping Indian Pharma Industry Cope
up with the Challenges of Product Patent Regime : Neeraj Dixit (IES Management
College, Bandra(W), Mumbai, India )
17. Corporate Governance: Recommendations for voluntary adoption by Mr.Naresh
Chandra.
18. CII (Confederation of Indian Industry) : Partnership case studies between business
and voluntary organizations
19. http://www.tata.com/ourcommitment/articles/inside.aspx?artid=sVK4EK2YxQw=
20. http://www.nstmis-dst.org/Directory/DRDO.htm