Sunday, June 19, 2011
"McKinsey 7-S" Model
SourcE:
http://www.tompeters.com/dispatches/012016.phpDISPATCHES from the NEW WORLD of WORK
A Brief History of the 7-S ("McKinsey 7-S") Model
I was asked to write a roughly 1K-word précis of the 7-S/McKinsey 7-S Model, of which I was a co-inventor. As far as I can tell, this is the first such history of the well-known organization effectiveness diagnostic.
Herewith (and my apologies for the wordiness):
In 2008 in a participant document accompanying a seminar in Dubai, event speaker and former McKinsey & Co. Managing Director Rajat Gupta said in response to an interviewer's question: "The science of management continues to develop as scholars and global business leaders refine their approaches to organizing their enterprises to ensure both profitability and sustainability. There is surely no 'one size fits all' solution that can guarantee success in business. However, among the array of techniques and theories that can help strengthen business, I have always found that the 7-S framework offers a sound approach to combining all of the essential factors that sustain strong organizations: strategy, systems, structure, skills, style, and staff—all united by shared values. The 7-S framework remains one of the enduring elements of diligent, focused business management."
Gupta's rather strong comment came 28 years afterBusiness Horizons, in its June 1980 issue, formally birthed the 7-Ss in an article by Bob Waterman, myself, and Julien Phillips titled: "Structure Is Not Organization."
And the Business Horizons article, in turn, came three years after I, fresh from receiving my Ph.D. in Organization Behavior at the Stanford business school (completed while on leave from McKinsey), was summoned to the firm's New York office and handed a fascinating assignment.
Relatively new McKinsey Managing Director Ron Daniel was launching a priority effort to renew McKinsey's intellectual capital—though that term did not exist at the time. (It was more or less called "R&D.") McKinsey's fabled advisors to top management were under an assault of ideas from Bruce Henderson's upstart Boston Consulting Group. And Daniel was determined to respond with vigor.
A major project on business strategy (the hottest of topics in 1977) had its home port in New York. But Daniel, from his own client work, was bedeviled by the frequency with which clever strategies failed to be implemented effectively. Though not a partner, I was asked to look at "organization effectiveness" and "implementation issues" in an inconsequential offshoot project nested in McKinsey's rather offbeat San Francisco office.(There was a third project, on "operations," run out of the Cleveland office.)
I should note that McKinsey's arsenal mostly consisted of "strategy" and, secondarily, "structure." All that was not to be cured with a scintillating strategic plan was to be dealt with by re-arranging the boxes on the formal organization chart. I exaggerate, of course—but not by much.
I finished a tour in the U.S. Navy in 1970 and went off to Stanford to pursue an MBA and eventually Ph.D. In neither of those pursuits was a page of Peter Drucker assigned. Instead I fell under the sway of the likes of Jim March (at Stanford), Herb Simon (March's partner and subsequent Nobel laureate in economics), and Karl Weick (then at the University of Michigan). Simon's Nobel stemmed from work on "bounded rationality" and its close kin, "satisficing"—the characteristic organizational pursuit of "satisfactory" rather than "optimal" decisions. March went much further, giving us such formulations as the "technology of foolishness" and "garbage can" models of organization, featuring, for example, solutions (pre-dispositions) wandering about organizations in random pursuit of problems to solve.
All of which is to say that I was attuned to an examination of organization effectiveness and implementation that went far beyond the mechanical manipulation of "charts and boxes."
I began my work with a grand tour of McKinsey offices world wide and business schools from inside and outside the USA. At home I visited with the likes of Professor Simon at Carnegie Mellon and, in Norway and Sweden, various researchers examining work group effectiveness—e.g., the Volvo crowd in Sweden and Einar Thorsrud in Oslo, running work group/self-management experiments on supertankers!
Upon returning, I pondered my findings and began tentative presentations around McKinsey. In a 1978 article in Organization Dynamics, "Symbols, Patterns and Settings," the first public expression of these ideas, I discussed unconventional change levers, influenced mightily by Jim March, such as the leader's allocation of time per se as a principal "power tool."
Progress of sorts followed, but it was a slow crawl until Bob Waterman was assigned as my putative boss. Bob, whose principal avocation was and is painting, had broad tastes and an inquiring mind—e.g., he became mesmerized by Karl Weick's work in a flash. More important, he was a damn good consultant—and wanted our work to be constructed in a way that would help the average McKinsey-ite take a shine to issues of organization effectiveness. (Which was, after all, the point of the exercise.)
Bob was great friends with Tony Athos, a professor at the Harvard Business School—and known worldwide as a master teacher. He enlisted Tony to help us turn our ramblings into something "crisp" (a favored McKinsey term) and memorable and "user friendly," as we say these days.
At a two-day séance in San Francisco, Bob and Tony and I, and Tony's cohort Richard Pascale, arrived, more or less full-blown, at the "7-S framework." (See immediately below.) The only, though significant, alteration became Tony's beloved "superordinate goals" morphing into "shared values." Tony was insistent that, corny as it appeared to be, we develop an alliterative model—find stuff that began with "Ss" in this case. In retrospect, it was a move of near genius. In my opinion, without the alliteration, which I initially found juvenile, the concept would not have been the sort being touted by Mr. Gupta almost 30 years later.
The shape of the "model" was also of monumental importance. It suggested that all seven forces needed to somehow be aligned if the organization was going to move forward vigorously—this was the "breakthrough" (a word I normally despise) that directly addressed Ron Daniel's initial concerns that had motivated the project. As we put it in the 1980Business Horizons article, "At its most powerful and complex, the framework forces us to concentrate on interactions and fit. The real energy required to re-direct an institution comes when all the variables in the model are aligned."
Whether or not it was at the aforementioned séance, the other seminal idea—that there were "Soft Ss" as well as "Hard Ss"—emerged as well and lasts to this day. I continue to say, over 30 years later, that the power of the 7-Ss and In Search of Excellence (1982) and my subsequent work can best be captured in six words: "Hard is soft. Soft is hard." That is, it's the plans and the numbers that are often "soft" (e.g., the sky-high soundness scores that the ratings agencies gave packages of dubious mortgages). And the people ("staff") and shared values ("corporate culture") and skills ("core competencies" these days) which are truly "hard"—that is, the bedrock upon which the adaptive and enduring enterprise is built. To state the obvious, we very much included the "Hard Ss" (Strategy, Structure, Systems) in our framework, then added the "Soft Ss" (Style, Staff, Skills, Shared values—or Superordinate goal); and insisted that there was no precedence among them. Deal with all seven or accept the consequences—likely less than effective implementation of any project or program or increase in overall organization performance.
As mentioned at the outset, the coming out party was the June 1980 Business Horizons article. Then Athos and Pascale subsequently used the model in their popular The Art of Japanese Management (1981), and Bob and I included it in In Search of Excellence(1982).
At one point there was a movement to oust me from my humble office when an Op ed I wrote appeared in the Wall Street Journal in June 1980, emphasizing the primacy (yes, I dared use "primacy") of the "Soft Ss." (Bob W saved me, as he seemed so often to have to do.) On the other hand, my favorite certification of our approach came almost 20 years later from the ultimate "Hard S guy," McKinsey alum Lou Gerstner, in Who Says Elephants Can't Dance, summarizing his IBM turnaround effort: "If I could have chosen not to tackle the IBM culture head-on, I probably wouldn't have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. [Yet] I came to see in my time at IBM that culture isn't just one aspect of the game—it is the game [my emphasis]."
While the "Soft S" emphasis has been my life's work, I admit to astonishment when coming across a quote like the one from Rajat Gupta that opened this paper—suggesting three decades of staying power for our little model. I guess Tony Athos was right about the power of alliteration!
Tom Peters
Golden Bay
New Zealand
09 January 2011
Note to readers: For the best explication of the 7-Ss,the 1980 Business Horizons article remains a peerless source.
Shelley Dolley posted this on 03/08/11.
Sunday, June 12, 2011
NITIE : FAQ 3
Source: http://www.nitie.in/forum/viewtopic.php?f=9&t=19
Q) I have currently 4.5Lac package and I am expecting a raise soon, should I join the
course?
A) If you want to change your job profile and a better career growth, you should be in no doubt while joining PGDIE, NITIE. Above all these if you have more than 20 months work ex, you may be a candidate for lateral placements that will make your chances for a 10 lakh plus salary very real.
Q) Will I get stipend?
A) You will be getting a stipend of Rs 8000/- pm granted by Govt. of India.
Q) Are there any Study Loan facilities available?
A) There are many lucrative loan options available, especially for NITIE students. Information
regarding the same will be uploaded soon.
Q) Is the course very hard? Will I be able to sustain?
A) The course is not like any other M.Tech course where in you are just required to swallow huge formulae, by heart pages and pages of theory and vomit it out in the answer sheets. PGDIE is a course which guides you on how, as a manager you can apply technology to benefit different industries. So the course is all about learning to apply management techniques with the NITIE's prestigious faculty providing you with real life industrial scenarios. Because of the interest the pedagogy will generate in the subjects you will find it extremely interesting and love the learning experience. Its more application oriented with real life problem solving focus of Industry.
Q) Are the professors helpful or do-it-on-your own?
A) No spoon feeding! But professors do encourage a very interactive class. They are very much approachable. Every faculty member is master in his own area; they continuously take part in consultancy and update the curriculum according to the emerging trends of the industry. They stress on the need of going to library instead of googling your way through.
NITIE Alumni:
Ganesh Natarajan: CEO , Zensar Technologies Ltd.
V. Mani: CEO, Bristlecone
Prince Azariah: Retired CIO, Reliance Industries
Ramakutty Ramesh: Economist, Strategic Planning, The World Bank, Washington DC
Ashwin Rangan: CIO, Walmart.com
V Subramaniam: Logistics Manager, AsiaPacific, Kelloggs, Australia
V. Chandrashekhar: VP, Global Operations, Goldman Sachs
K. Venugopal, President and CEO, GE Lighting India
S Srinivasa Rao: Director & CEO, TVS Electronics
T V Seshadri: VP, MasterCard
Dharmesh Joshi: Head, Logistics, Cadbury India Ltd
S Chattopadhyay: ED, US Operations, Hoechst Marion Roussel
R. Suresh: International MD, Stantonchase
R V S Mani: CEO, Sulzer Pumps
B Ravi: CEO, ECS
A M Kini: GM, Logistics, Jhonson and Jhonson
Amitabh Das Gupta: AVP, Price Water Coopers
C G Kaluskar: Head, International Sourcing, Novartis
S Viswanathan: Executive Director, SISL
Sharad Hegde: Sr. Vice President, Infosys
G Shiva: Vice President, Citibank N. A.
P Shyamsunder: VP Quality, Britannia Industries Ltd
Dr. Rakesh Kumar Sinha: VP (Marketing), Godrej Consumers Product Ltd.
Srinivasan A : GM-Operations , UCAL fuel systems Ltd.
Mr. S Ramesh: VP-IT, L & T Infotech
Satish Kumar Jain: SAP CONSULTANT, L&T - ISD SAP GROUP
B. Murli: Head- Logistics, Castrol- India
Rakesh Agarwal: Senior Scientist, IBM
Krishnan Govindamani: VP – Systems, ACC Limited
K.G. Mohan : VP - IT , Hindustan Lever Limited
Dev Bhattacharya: Group President, Aditya Birla
B.H.V.S. Murthy: Vice President, Syntel Ltd
C.R. Rao: Vice President (Operations), Denison Hydraulics India Ltd
G.S. Tuteja: Chief Signal Engg., Central Railway
Madan Mohan Ram: Dy GM, Syntel Ltd
Kamelesh: G.M.(Operations), Bhatt Secure Meters Ltd.
Ramesh K Mirakhur : Vice President , Convansys Corp.
R.K. Sinha: Exec.V.P.(Soap Group), Godrej Consumer Products Ltd.
Dr. S. Gondhalekar: Director, Kaizen Institute
S. Shankar: Dy GM, IBM India
Hemant Y. Joshi: Executive Director and CEO, CRISIL Ltd.
course?
A) If you want to change your job profile and a better career growth, you should be in no doubt while joining PGDIE, NITIE. Above all these if you have more than 20 months work ex, you may be a candidate for lateral placements that will make your chances for a 10 lakh plus salary very real.
Q) Will I get stipend?
A) You will be getting a stipend of Rs 8000/- pm granted by Govt. of India.
Q) Are there any Study Loan facilities available?
A) There are many lucrative loan options available, especially for NITIE students. Information
regarding the same will be uploaded soon.
Q) Is the course very hard? Will I be able to sustain?
A) The course is not like any other M.Tech course where in you are just required to swallow huge formulae, by heart pages and pages of theory and vomit it out in the answer sheets. PGDIE is a course which guides you on how, as a manager you can apply technology to benefit different industries. So the course is all about learning to apply management techniques with the NITIE's prestigious faculty providing you with real life industrial scenarios. Because of the interest the pedagogy will generate in the subjects you will find it extremely interesting and love the learning experience. Its more application oriented with real life problem solving focus of Industry.
Q) Are the professors helpful or do-it-on-your own?
A) No spoon feeding! But professors do encourage a very interactive class. They are very much approachable. Every faculty member is master in his own area; they continuously take part in consultancy and update the curriculum according to the emerging trends of the industry. They stress on the need of going to library instead of googling your way through.
NITIE Alumni:
Ganesh Natarajan: CEO , Zensar Technologies Ltd.
V. Mani: CEO, Bristlecone
Prince Azariah: Retired CIO, Reliance Industries
Ramakutty Ramesh: Economist, Strategic Planning, The World Bank, Washington DC
Ashwin Rangan: CIO, Walmart.com
V Subramaniam: Logistics Manager, AsiaPacific, Kelloggs, Australia
V. Chandrashekhar: VP, Global Operations, Goldman Sachs
K. Venugopal, President and CEO, GE Lighting India
S Srinivasa Rao: Director & CEO, TVS Electronics
T V Seshadri: VP, MasterCard
Dharmesh Joshi: Head, Logistics, Cadbury India Ltd
S Chattopadhyay: ED, US Operations, Hoechst Marion Roussel
R. Suresh: International MD, Stantonchase
R V S Mani: CEO, Sulzer Pumps
B Ravi: CEO, ECS
A M Kini: GM, Logistics, Jhonson and Jhonson
Amitabh Das Gupta: AVP, Price Water Coopers
C G Kaluskar: Head, International Sourcing, Novartis
S Viswanathan: Executive Director, SISL
Sharad Hegde: Sr. Vice President, Infosys
G Shiva: Vice President, Citibank N. A.
P Shyamsunder: VP Quality, Britannia Industries Ltd
Dr. Rakesh Kumar Sinha: VP (Marketing), Godrej Consumers Product Ltd.
Srinivasan A : GM-Operations , UCAL fuel systems Ltd.
Mr. S Ramesh: VP-IT, L & T Infotech
Satish Kumar Jain: SAP CONSULTANT, L&T - ISD SAP GROUP
B. Murli: Head- Logistics, Castrol- India
Rakesh Agarwal: Senior Scientist, IBM
Krishnan Govindamani: VP – Systems, ACC Limited
K.G. Mohan : VP - IT , Hindustan Lever Limited
Dev Bhattacharya: Group President, Aditya Birla
B.H.V.S. Murthy: Vice President, Syntel Ltd
C.R. Rao: Vice President (Operations), Denison Hydraulics India Ltd
G.S. Tuteja: Chief Signal Engg., Central Railway
Madan Mohan Ram: Dy GM, Syntel Ltd
Kamelesh: G.M.(Operations), Bhatt Secure Meters Ltd.
Ramesh K Mirakhur : Vice President , Convansys Corp.
R.K. Sinha: Exec.V.P.(Soap Group), Godrej Consumer Products Ltd.
Dr. S. Gondhalekar: Director, Kaizen Institute
S. Shankar: Dy GM, IBM India
Hemant Y. Joshi: Executive Director and CEO, CRISIL Ltd.
NITIE : FAQ 2
Source: http://www.nitie.in/forum/viewtopic.php?f=9&t=18
Q) I have got admission in both IE program of an IIT and NITIE, which should I choose
and why?
A) IE is taught via management and application methodology at NITIE and from a research
oriented perspective at IITs. Traditionally in IITs stress in on Productivity and Process
Improvement Subjects whereas in NITIE you get to learn about Supply Chain Management,
Operations Management and Systems & IT. These give you a whole business perspective and not only the technical side of it. At NITIE, you learn about ERP (Enterprise Resource Planning), BPR (Business Process Re-engineering), E-Commerce, Quality Management, and Investment Analysis etc. A very wide spectrum of courses is available giving you an exposure to overall business. Ultimately its each individuals own choice and preference. Each One chooses his own destiny.
Q) How PGDIE is more beneficial than IIT M.Tech degree?
A). It‟s a Post Graduate Diploma and is approved by MHRD (Ministry of Human Resource and
Development) and AICTE. Industry perceives the course as a management course with a focus on quantitative tools and cross functional skills. It is the perception in the industry that matters and PGDIE is a clear winner. Also, as a matter of fact IIMs too give out diplomas in management not degrees. Also PGDIE is equivalent to a M.Tech as mentioned on AICTE website. If interested, one can go in for research Ph.D. from any university in India/US/UK/rest of the world after completing PGDIE.
Also PGDIE is unique because you get 6 months „paid‟ industry internships which are not
available in any IIT. Internship stipends range from Rs. 10,000 to Rs. 30,000 pm for different
companies.
Q) How is the course structured?
A) The course has in all 5 three month study modules and 2 training modules one of 2 month
duration and other for four months.
Study Modules
1 June - Sep 2011
2 Oct - Dec 2011
3 Jan - Mar 2012
4 June - Sep 2012
5 Oct - Dec 2012
6 Jan - May 2013
Industry Internship Modules
1 Apr - June 2012
Q) What is a typical job profile, a PGDIE graduate fits in?
A) Designations can be: Executive SCM/ Purchase/ Sourcing/ Planning/ Operations/ Systems/ IT/ Business development, Corporate Management Cadre, Business Analyst, Consultant etc.
Note that entry level position for freshers in companies is Management trainee same as offered in IIM’s.
Q) What other courses are offered at NITIE?
A) NITIE currently offers four Post Graduate courses namely:
1. PGDIE (Post Graduate Diploma in Industrial Engineering)
2. PGDISEM (Post Graduate Diploma in Industrial Safety and Environmental Mgmt.)
3. PGDITM ((Post Graduate Diploma in Information Technology Mgmt.)
4. PGDIM (Post Graduate Diploma in Industrial Management)
Q) What is the difference between PGDIE & PGDIM courses at NITIE?
A) Entrance of PGDIE is through GATE and PGDIM is through CAT. Core Subjects offered are alike and Elective pool is same. Same faculty teaches both the courses and we have combined placement process.
Q) I have experience in hard core coding (IT) job? Will I be benefited from the
course? What are my chances of getting through?
A) If you perform well in the GD and PI there is no reason why you will face any hurdles to
selection. And remember, NITIE is one of the best known institutes for Systems and IT
Management. Though a coding work ex is not a prerequisite for such a profile but it may buy you some edge. PGDIE helps you shape your technical expertise to suit industry requirements,
whichever technical background you are from. All major software companies recruit us as
business analyst.
Q) Do candidates with mechanical engineering background have an edge over other
engineering branches?
A) PGDIE helps you shape your technical expertise to suit industry requirements, whichever
technical background you are from. There is no such bias. The current batch has an eclectic mix of students from varied engineering backgrounds.
Q) I have work experience on shop floor. How will I be benefited from the course?
A) If you are inclined to join on a higher post in the same Industry then an overall knowledge of your sector will be an added advantage to your dreams and If you want to change your industry, then this course will prove to be a boon.
Q) Do students arrange for their summer placements themselves?
A) No. NITIE Summers placements are organized by NITIE. ISP (Industry sponsored candidates) and
QIP (Quality Improvement Program) students will have to find on their own.
and why?
A) IE is taught via management and application methodology at NITIE and from a research
oriented perspective at IITs. Traditionally in IITs stress in on Productivity and Process
Improvement Subjects whereas in NITIE you get to learn about Supply Chain Management,
Operations Management and Systems & IT. These give you a whole business perspective and not only the technical side of it. At NITIE, you learn about ERP (Enterprise Resource Planning), BPR (Business Process Re-engineering), E-Commerce, Quality Management, and Investment Analysis etc. A very wide spectrum of courses is available giving you an exposure to overall business. Ultimately its each individuals own choice and preference. Each One chooses his own destiny.
Q) How PGDIE is more beneficial than IIT M.Tech degree?
A). It‟s a Post Graduate Diploma and is approved by MHRD (Ministry of Human Resource and
Development) and AICTE. Industry perceives the course as a management course with a focus on quantitative tools and cross functional skills. It is the perception in the industry that matters and PGDIE is a clear winner. Also, as a matter of fact IIMs too give out diplomas in management not degrees. Also PGDIE is equivalent to a M.Tech as mentioned on AICTE website. If interested, one can go in for research Ph.D. from any university in India/US/UK/rest of the world after completing PGDIE.
Also PGDIE is unique because you get 6 months „paid‟ industry internships which are not
available in any IIT. Internship stipends range from Rs. 10,000 to Rs. 30,000 pm for different
companies.
Q) How is the course structured?
A) The course has in all 5 three month study modules and 2 training modules one of 2 month
duration and other for four months.
Study Modules
1 June - Sep 2011
2 Oct - Dec 2011
3 Jan - Mar 2012
4 June - Sep 2012
5 Oct - Dec 2012
6 Jan - May 2013
Industry Internship Modules
1 Apr - June 2012
Q) What is a typical job profile, a PGDIE graduate fits in?
A) Designations can be: Executive SCM/ Purchase/ Sourcing/ Planning/ Operations/ Systems/ IT/ Business development, Corporate Management Cadre, Business Analyst, Consultant etc.
Note that entry level position for freshers in companies is Management trainee same as offered in IIM’s.
Q) What other courses are offered at NITIE?
A) NITIE currently offers four Post Graduate courses namely:
1. PGDIE (Post Graduate Diploma in Industrial Engineering)
2. PGDISEM (Post Graduate Diploma in Industrial Safety and Environmental Mgmt.)
3. PGDITM ((Post Graduate Diploma in Information Technology Mgmt.)
4. PGDIM (Post Graduate Diploma in Industrial Management)
Q) What is the difference between PGDIE & PGDIM courses at NITIE?
A) Entrance of PGDIE is through GATE and PGDIM is through CAT. Core Subjects offered are alike and Elective pool is same. Same faculty teaches both the courses and we have combined placement process.
Q) I have experience in hard core coding (IT) job? Will I be benefited from the
course? What are my chances of getting through?
A) If you perform well in the GD and PI there is no reason why you will face any hurdles to
selection. And remember, NITIE is one of the best known institutes for Systems and IT
Management. Though a coding work ex is not a prerequisite for such a profile but it may buy you some edge. PGDIE helps you shape your technical expertise to suit industry requirements,
whichever technical background you are from. All major software companies recruit us as
business analyst.
Q) Do candidates with mechanical engineering background have an edge over other
engineering branches?
A) PGDIE helps you shape your technical expertise to suit industry requirements, whichever
technical background you are from. There is no such bias. The current batch has an eclectic mix of students from varied engineering backgrounds.
Q) I have work experience on shop floor. How will I be benefited from the course?
A) If you are inclined to join on a higher post in the same Industry then an overall knowledge of your sector will be an added advantage to your dreams and If you want to change your industry, then this course will prove to be a boon.
Q) Do students arrange for their summer placements themselves?
A) No. NITIE Summers placements are organized by NITIE. ISP (Industry sponsored candidates) and
QIP (Quality Improvement Program) students will have to find on their own.
NITIE : FAQ 1
Source:
http://www.nitie.in/forum/viewtopic.php?f=9&t=17 Q) Why should I Join NITIE?
A) National Institute of Industrial Engineering (NITIE), established in 1963 by the
Government of India with the assistance of United Nations Development Project (UNDP) through the International Labour Organization (ILO), is one of the leading Institutes for Management education.
NITIE is an autonomous body under the Ministry of HRD, Government of India and is governed by a Board of Governors, comprising of eminent personalities from Government, Academicians and Industry. Since its inception, NITIE has been providing solutions to the complex problems of industries and business, taking cognizance of ever changing needs of the dynamic business
environment. NITIE is recognized as one of the 15 centre of excellence along with IIT‟s, IIM‟s & IISc.
Q) What exactly is PGDIE course?
A) Started in 1971, PGDIE (Post Graduate Diploma in Industrial Engineering) is a unique
course which specializes in Supply Chain Management, Operations Management and Systems/IT.
There are subjects of Marketing, Finance, HR Management and General Management which
supplement the core strength of the course. The legacy of excellence of 36 years continues and we exemplify the spirit of our proud alumni (list given in the last).
PGDIE derived its uniqueness from the extensive industry interaction that it offers. There is a
two-month summer internship after three trimesters and four-month winter project where students have to undertake live projects in blue chip companies which take part in the institute‟s summer recruitment, lateral recruitment and campus recruitment processes.
The modus operandi of an engineer's mind which is quite different from that of a graduate of any other stream say arts, commerce etc. An engineer is blessed with superior logical reasoning faculties and the course structure and the pedagogy is designed for that “beautiful engineering mind”. The emphasis on the quantitative tools makes it different from other management programmes. The pedagogy is a blend of lectures, case studies and industrial assignments and interfaces throughout the curriculum.
Q) What are the important dates regarding admissions?
A) 4rth April 2011 -Last Date for submission of form.
11th-13th May 2011 -GD and PI
20th Jun 2011 - Classes begin
Q) What are the last year's cutoffs?
A) Anyone above 85 percentile in any branch of GATE is eligible to apply and after that the final selection is based on a weighted score derived from GATE and GD/PI scores. Apart from your performance in GD/PI your previous academic performance, work experience (if any), extracurricular participation etc will also be considered. Only first class engineers i.e. above 60% in BE/B.Tech are eligible to apply for this course.
Q) What is the admission process?
A) The eligibility for GD/PI is a first class engineering degree and a GATE score in excess of 85
percentile. On basis of GATE score, students are short listed for GD/PI. Final selection is based
on a composite score calculated by assigning appropriate weights to GATE and GD/PI scores.
GD is NOT an elimination round. Everyone who is called will be interviewed.
Q) What kind of a topic is given in the GD?
A) Usually general topics are given. A student is expected to be aware of the current affairs
especially those having implication on the Indian economy. A habit of reading the editorial and
the business section of any respectable news daily would stand you in good stead in the process.
Questions that are asked in most B-school interviews can be expected. Typical questions:-
“Tell us something about yourself, strengths, weaknesses, hobbies, achievements etc.” Why
NITIE and not IITs?”
“Why PGDIE?”
“What do you expect from NITIE?"
“Explain you final year project?”
“Explain your job profile?”
“What is your favorite subject? (might grill you on this)”
“What are your short term and long term goals” etc.
Remember that NITIE is not like any other course you get into through GATE. It is unique because
it gives you a managerial perspective to help you apply your technological skills to the current industrial
scenario. Answer questions keeping this point in mind.
Q) Is PI more inclined towards Technical side?
A) In PI, you may be asked technical questions though it‟s not a rule. If you have
workexperience, then expect questions from your field of experience too.
Q) Why should one prefer PGDIE over M.Tech?
A) Frankly it is a personal choice. But the demarcation lies in the fact that M.Tech courses focus on research and theory whereas PGDIE is a management course that deals with the application of technology in industry. Also you do M.Tech in a particular area, after that you are restricted to that particular function only. But after PGDIE you can go in any sector you wish to, it can be Banking, Services, Manufacturing, Automobiles, IT, FMCG‟s, Pharmaceuticals, Consultancy etc. The general management subjects ensure that graduates fit in management cadre in industries.
A) National Institute of Industrial Engineering (NITIE), established in 1963 by the
Government of India with the assistance of United Nations Development Project (UNDP) through the International Labour Organization (ILO), is one of the leading Institutes for Management education.
NITIE is an autonomous body under the Ministry of HRD, Government of India and is governed by a Board of Governors, comprising of eminent personalities from Government, Academicians and Industry. Since its inception, NITIE has been providing solutions to the complex problems of industries and business, taking cognizance of ever changing needs of the dynamic business
environment. NITIE is recognized as one of the 15 centre of excellence along with IIT‟s, IIM‟s & IISc.
Q) What exactly is PGDIE course?
A) Started in 1971, PGDIE (Post Graduate Diploma in Industrial Engineering) is a unique
course which specializes in Supply Chain Management, Operations Management and Systems/IT.
There are subjects of Marketing, Finance, HR Management and General Management which
supplement the core strength of the course. The legacy of excellence of 36 years continues and we exemplify the spirit of our proud alumni (list given in the last).
PGDIE derived its uniqueness from the extensive industry interaction that it offers. There is a
two-month summer internship after three trimesters and four-month winter project where students have to undertake live projects in blue chip companies which take part in the institute‟s summer recruitment, lateral recruitment and campus recruitment processes.
The modus operandi of an engineer's mind which is quite different from that of a graduate of any other stream say arts, commerce etc. An engineer is blessed with superior logical reasoning faculties and the course structure and the pedagogy is designed for that “beautiful engineering mind”. The emphasis on the quantitative tools makes it different from other management programmes. The pedagogy is a blend of lectures, case studies and industrial assignments and interfaces throughout the curriculum.
Q) What are the important dates regarding admissions?
A) 4rth April 2011 -Last Date for submission of form.
11th-13th May 2011 -GD and PI
20th Jun 2011 - Classes begin
Q) What are the last year's cutoffs?
A) Anyone above 85 percentile in any branch of GATE is eligible to apply and after that the final selection is based on a weighted score derived from GATE and GD/PI scores. Apart from your performance in GD/PI your previous academic performance, work experience (if any), extracurricular participation etc will also be considered. Only first class engineers i.e. above 60% in BE/B.Tech are eligible to apply for this course.
Q) What is the admission process?
A) The eligibility for GD/PI is a first class engineering degree and a GATE score in excess of 85
percentile. On basis of GATE score, students are short listed for GD/PI. Final selection is based
on a composite score calculated by assigning appropriate weights to GATE and GD/PI scores.
GD is NOT an elimination round. Everyone who is called will be interviewed.
Q) What kind of a topic is given in the GD?
A) Usually general topics are given. A student is expected to be aware of the current affairs
especially those having implication on the Indian economy. A habit of reading the editorial and
the business section of any respectable news daily would stand you in good stead in the process.
Questions that are asked in most B-school interviews can be expected. Typical questions:-
“Tell us something about yourself, strengths, weaknesses, hobbies, achievements etc.” Why
NITIE and not IITs?”
“Why PGDIE?”
“What do you expect from NITIE?"
“Explain you final year project?”
“Explain your job profile?”
“What is your favorite subject? (might grill you on this)”
“What are your short term and long term goals” etc.
Remember that NITIE is not like any other course you get into through GATE. It is unique because
it gives you a managerial perspective to help you apply your technological skills to the current industrial
scenario. Answer questions keeping this point in mind.
Q) Is PI more inclined towards Technical side?
A) In PI, you may be asked technical questions though it‟s not a rule. If you have
workexperience, then expect questions from your field of experience too.
Q) Why should one prefer PGDIE over M.Tech?
A) Frankly it is a personal choice. But the demarcation lies in the fact that M.Tech courses focus on research and theory whereas PGDIE is a management course that deals with the application of technology in industry. Also you do M.Tech in a particular area, after that you are restricted to that particular function only. But after PGDIE you can go in any sector you wish to, it can be Banking, Services, Manufacturing, Automobiles, IT, FMCG‟s, Pharmaceuticals, Consultancy etc. The general management subjects ensure that graduates fit in management cadre in industries.
NITIE GD/PI Topics
Source:
http://www.nitie.in/forum/viewtopic.php?f=7&t=16Dear Aspirants,
We have compiled a list of GD topic that you all can go through.These topics should serve as guidelines for your preparation as they
will give you an idea what to expect. Actual topics may be different, but since these topics touches upon a wide range of issues preparing for them will definitely help you do well in your GD and increase your chances of selection.
----------------------------------------------------------------------------------------------------------------------------------------
The current state of our Education System.
Is Naxalism the biggest threat to national security?
Budget 2011: Has the finance minister done enough?
M&A: India Inc going global
With media publishing and telecasting trivia, censorship is the need
of the hour.
Should the public sector be privatized?
China and India are similar nations with contrasting ways
Value based politics is the need of the hour
Religion should not be mixed with politics
Why can't we be world players in industry as we are in software?
Should there be private universities?
Public sector is more a hindrance than help to promote socialism.
Inflation is inevitable in our developing country.
Consumerism is destroying the social fabric of Indian culture.
Cricket as a national obsession is a detriment to other sports.
To develop India has to empower women.
Advertising is a waste of resources.
State is the biggest violator of human rights.
Business and ethics go hand in hand, or do they?
Developing countries should spend more on development than on
defense.
Foreign trade is necessary for any country to survive.
State Interventions In Market Kind Or Mixed Economy
Nice Guys Finish Last
The Growing Menace of Casteism And Regionalism
Bullet For Bullet: Is It The Right Policy?
Should India Break Diplomatic Ties With Pakistan?
`East Is East & West Is Where All the Action Is': Mark Twain
American recession affecting Indian economy
Mobile telephony in rural areas
Are Indian IT companies truly world class?
Should cloning of humans be allowed?
Can Indian brands become global?
Positive attitude and not knowledge is required to run a successful
business
Are premier b-schools catering only to the elite?
Indian industry lacks visionary leaders
Global warming: A myth or a reality!
Corporate social responsibility - myth or reality?
Desire is the mother of invention
Flexi timings or fixed timings – which is better at work
Big retail chains will wipe out the small kirana shops
Regulation breeds corruption
--------------------------------------------------------------------------------------------------------------------------------
ALL THE BEST
We have compiled a list of GD topic that you all can go through.These topics should serve as guidelines for your preparation as they
will give you an idea what to expect. Actual topics may be different, but since these topics touches upon a wide range of issues preparing for them will definitely help you do well in your GD and increase your chances of selection.
----------------------------------------------------------------------------------------------------------------------------------------
The current state of our Education System.
Is Naxalism the biggest threat to national security?
Budget 2011: Has the finance minister done enough?
M&A: India Inc going global
With media publishing and telecasting trivia, censorship is the need
of the hour.
Should the public sector be privatized?
China and India are similar nations with contrasting ways
Value based politics is the need of the hour
Religion should not be mixed with politics
Why can't we be world players in industry as we are in software?
Should there be private universities?
Public sector is more a hindrance than help to promote socialism.
Inflation is inevitable in our developing country.
Consumerism is destroying the social fabric of Indian culture.
Cricket as a national obsession is a detriment to other sports.
To develop India has to empower women.
Advertising is a waste of resources.
State is the biggest violator of human rights.
Business and ethics go hand in hand, or do they?
Developing countries should spend more on development than on
defense.
Foreign trade is necessary for any country to survive.
State Interventions In Market Kind Or Mixed Economy
Nice Guys Finish Last
The Growing Menace of Casteism And Regionalism
Bullet For Bullet: Is It The Right Policy?
Should India Break Diplomatic Ties With Pakistan?
`East Is East & West Is Where All the Action Is': Mark Twain
American recession affecting Indian economy
Mobile telephony in rural areas
Are Indian IT companies truly world class?
Should cloning of humans be allowed?
Can Indian brands become global?
Positive attitude and not knowledge is required to run a successful
business
Are premier b-schools catering only to the elite?
Indian industry lacks visionary leaders
Global warming: A myth or a reality!
Corporate social responsibility - myth or reality?
Desire is the mother of invention
Flexi timings or fixed timings – which is better at work
Big retail chains will wipe out the small kirana shops
Regulation breeds corruption
--------------------------------------------------------------------------------------------------------------------------------
ALL THE BEST
Friday, June 10, 2011
Cutt-Offs for Various B Schools
Follow up the Link regarding Cut-Offs for Various B Schools
Cutt-Offs for Various B Schools
Follow up the Link regarding Cut-Offs for Various B Schools
Friday, June 3, 2011
The Father Of Macroeconomics : John Maynard Keynes
John Maynard Keynes
June 5th is the birthday of John Maynard Keynes, a brilliant economist whose influential work during the 1930's changed the course of history. He has had a great deal of influence on generations of economists, including advisers to our current president and congress. It's too bad he was wrong in virtually all of his innovations.
Keynes is considered the father of macroeconomics, one of the two major divisions of modern mainstream economics. Microeconomics is the description of reality, the study of how people interact and how markets work. Macroeconomics, on the other hand, is the study of how government can efficiently manipulate markets and people.
In the present world, economic reality and truth is largely ignored. The vast body of brilliant intellectuals involved in economics occupy themselves with building and analyzing macro models for government to more easily control the economy. They use their massive mathematical and analytical brainpower to try to develop more clever and complex models to predict the future and show politicians which strings to pull.
It can be clearly seen that the macroeconomists have failed miserably with their interventions to achieve a stable economy and well being for the people. It was a vast experiment over many decades and is a profound and horrible tragedy. All macroeconomists who promoted the interventionist state should be ashamed that they brought this great country to its knees. They should be crawling under a rock in embarrassment. That is not the way of the intellectual, however. The problem, they say, is that they didn't intervene enough.
All of the macro models and manipulation are built on false premises. The first one is that government intervention can be successful at bringing long term to people in an economy. The second one is that they should intervene, even if success was possible.
Keynes's conceived that, by measuring and controlling aggregates, such as aggregate demand, total unemployment and gross domestic product, the central planning gurus pulling the strings could make everything coordinate, put everyone to work and advance toward a post scarcity utopia.
The coordination problem is one that central planners have always had to deal with, and the former Soviet Union was one of the clearest examples of the problem and its results. The abolition of voluntary markets and the institution of central planning after the Bolshevik Revolution resulted in mass starvation and deprivation for many millions of people. Lenin was forced by reality to enact the New Economic Program in 1922, the limited reinstitution of markets, to prevent further deaths and possible overthrow of the regime.
Macroeconomics is, in its very essence, the rationalization of central planning. The core fallacy with all of macroeconomics is that data aggregated over a large, diverse area can be used to coordinate the activities in each locality and each transaction between actors in the markets. Each locality in a vast economy has its own peculiarities of weather, geography, demographics, culture and a host of other characteristics. The people each have their own goals, hopes, dreams, advantages and limitations.
It is not possible to impose a uniform solution on 300 million different people over millions of square miles of coastline, mountains, deserts and tundra. The problems and opportunities for small desert communities is vastly different than those of northern metropolitan centers. Macroeconomic policy is necessarily a generic solution to particular problems. The inevitable result is discord, waste and conflict. Because macroeconomics is inherently political, the macro solutions pit one group against another for control of the strings.
This brings us to the second inherent weakness of macroeconomic policy. Even if it was possible to have efficient macro solutions, it is wrong to impose those solutions. A slave owner might become an expert at wringing the most productivity from slaves. That he is able to do so does not mean he should. He should, rather, not enslave them. He should respect their rights and only enter into voluntary trade.
The same applies to national governments. Many people assume that it is a proper role of government to use coercion and confiscation to make people do things that will increase employment, aggregate income, gross domestic product or any other artificial measure. People in a free country, however, are not slaves of the state. Whether a policy will increase GDP or not does not give a politician the right to interfere with the voluntary interaction of market participants.
J.M. Keynes was indeed a brilliant man. Like so many brilliant people today, he was profoundly wrong and arrogant in his wrongness.
Source: http://www.citizeneconomists.com/blogs/2009/06/09/the-father-of-macroeconomics/
Thursday, June 2, 2011
Business Models
Business model
From Wikipedia, the free encyclopedia
A business model describes the rationale of how an organization creates, delivers, and captures value[1] - economic, social, or other forms of value. The process of business model design is part of business strategy.
In theory and practice the term business model is used for a broad range of informal and formal descriptions to represent core aspects of abusiness, including purpose, offerings, strategies, infrastructure, organizational structures, trading practices, and operational processes and policies. Hence, it gives a complete picture of an organization from high-level perspective.
Whenever a business is established, it either explicitly or implicitly employs a particular business model that describes the design or architecture of the value creation, delivery, and capture mechanisms employed by the business enterprise. The essence of a business model is that it defines the manner by which the business enterprise delivers value to customers, entices customers to pay for value, and converts those payments to profit: it thus reflects management's hypothesis about what customers want, how they want it, and how an enterprise can organize to best meet those needs, get paid for doing so, and make a profit.[2]
Business models are used to describe and classify businesses (especially in an entrepreneurial setting), but they are also used by managers inside companies to explore possibilities for future development. Finally, well known business models operate as recipes for creative managers.[3]
Contents[hide] |
[edit]History
Over the years, business models have become much more sophisticated. The bait and hook business model (also referred to as the "razor and blades business model" or the "tied products business model") was introduced in the early 20th century. This involves offering a basic product at a very low cost, often at a loss (the "bait"), then charging compensatory recurring amounts for refills or associated products or services (the "hook"). Examples include: razor (bait) and blades (hook); cell phones (bait) and air time (hook); computer printers (bait) and ink cartridge refills (hook); and cameras (bait) and prints (hook). An interesting variant of this model is Adobe, a software developer that gives away its document reader free of charge but charges several hundred dollars for its document writer.
In the 1950s, new business models came from McDonald's Restaurants and Toyota. In the 1960s, the innovators were Wal-Mart andHypermarkets. The 1970s saw new business models from FedEx and Toys R Us; the 1980s from Blockbuster, Home Depot, Intel, and Dell Computer; the 1990s from Southwest Airlines, Netflix, eBay, Amazon.com, and Starbucks.
Today, the type of business models might depend on how technology is used. For example, entrepreneurs on the internet have also created entirely new models that depend entirely on existing or emergent technology. Using technology, businesses can reach a large number of customers with minimal costs.
[edit]Examples of Revenue Model
- Business model by which a company integrates both both offline (bricks) and online (clicks) presences. One example of the bricks-and-clicks model is when a chain of stores allows the user to order products online, but lets them pick up their order at a local store.
- Business organization or association typically composed of relatively large numbers of businesses, tradespersons or professionals in the same or related fields of endeavor, which pools resources, shares information or provides other benefits for their members.
- Technique developed by IBM to model and analyze an enterprise. It is a logical representation or map of business components or "building blocks" and can be depicted on a single page. It can be used to analyze the alignment of enterprise strategy with the organization's capabilities and investments, identify redundant or overlapping business capabilities, etc.
- The removal of intermediaries in a supply chain: "cutting out the middleman". Instead of going through traditional distribution channels, which had some type of intermediate (such as a distributor, wholesaler, broker, or agent), companies may now deal with every customer directly, for example via the Internet.
- Direct selling is marketing and selling products, direct to consumers away from a fixed retail location. Sales are typically made through party plan, one to one demonstrations, and other personal contact arrangements. A text book definition is: "The direct personal presentation, demonstration, and sale of products and services to consumers, usually in their homes or at their jobs."[4]
- Business model which works by charging the first client a fee for a service, while offering that service free of charge to subsequent clients.
- Franchising is the practice of using another firm's successful business model. For the franchisor, the franchise is an alternative to building 'chain stores' to distribute goods and avoid investment and liability over a chain. The franchisor's success is the success of the franchisees. The franchisee is said to have a greater incentive than a direct employee because he or she has a direct stake in the business.
- Business model that works by offering basic Web services, or a basic downloadable digital product, for free, while charging a premium for advanced or special features.[5]
- Business model used in strategic management and services marketing that treats service provision as an industrial process, subject to industrial optimization procedures
Other business models are:
- Auction business model
- All-in-one business model
- Low-cost carrier business model
- Loyalty business models
- Monopolistic business model
- Multi-level marketing business model
- Network effects business model
- Online auction business model
- Online content business model
- Premium business model
- Professional open-source model
- Pyramid scheme business model
- Razor and blades business model
- Servitization of products business model
- Subscription business model
[edit]Business model topics
[edit]Business model design template
Formal descriptions of the business become the building blocks for its activities. Many different business conceptualization exist.
Osterwalder's work [1][6] propose a single reference model, called Business Model Canvas based on the similarities of a wide range of business model conceptualizations.
With this business model design template, an enterprise can easily describe their business model. Aspects of the template are Infrastructure, Offering, Customers, Finances, etc.
[edit]Complementarities of business models between partnering firms
Studying collaborative research and the accessing of external sources of technology, Hummel et al. (2010) found that in deciding on business partners, it is important to make sure that both parties' business models are complementary. For example, they found that it was important to identify the value drivers of potential partners by analyzing their business models, and that it is beneficial to find partner firms that understand key aspects of our own firm's business model.[7]
[edit]Business Model 2.0
Chen (2009) pointed out that the business model in the twenty-first century has to take into account the capabilities of Web 2.0, such as collective intelligence, network effects, user generated content, and the possibility of self-improving systems. He suggested that the service industry such as the airline, traffic, transportation, hotel, restaurant, Information and Communications Technology and Online gaming industries will be able to benefit in adopting business models that take into account the characteristics of Web 2.0. He also emphasized that Business Model 2.0 has to take into account not just the technology effect of Web 2.0 but also the networking effect. He gave the example of the success story of Amazon in making huge profits each year by developing a full blown open platform that supports a large and thriving community of companies that re-use Amazon's On Demand commerce services.[8]
[edit]Applications
Malone et al.[9] at MIT found that some business models, as defined by them, indeed performed better than others in a dataset consisting of the largest U.S. firms, in the period 1998 through 2002, while they did not prove whether the existence of a business model mattered.
[edit]Related concepts
The process of business model design is part of business strategy. The implementation of a company's business model into organisational structures (e.g. organigrams, workflows, human resources) and systems (e.g. information technology architecture, production lines) is part of a company's business operations.
It is important to understand that business modeling commonly refers to business process design at the operational level, whereas business models and business model design refer to defining the business logic of a company at the strategic level.
The brand is a consequence of and has a symbiotic relationship with the business model since the business model determines the brand promise and the brand equity becomes a feature of the model. Managing this is a task of integrated marketing.
The standard terminology and examples of business models do not apply to most nonprofit organizations, since their sources of income are generally not the same as the beneficiaries. The term funding model is generally used instead.[10]
[edit]See also
 | Wikimedia Commons has media related to: Business models |
- Business model design
- Business plan
- Business process modeling
- Business reference model
- Business rule
- Competitive advantage
- Core competency
- Growth Platforms
- Market forms
- Marketing
- Marketing plan
- Strategic management
- Strategic planning
- Strategy dynamics
- Value migration
- The Design of Business
[edit]Further reading
- 'The Business Model: Theoretical Roots, Recent Developments, and Future Research', C. Zott, R. Amit, & L.Massa., WP-862, IESE, June, 2010 - revised September 2010 [http://www.iese.edu/research/pdfs/DI-0862-E.pdf]
- "Special Issue on Business Models" Long Range Planning, vol 43 April 2010, that includes 19 pieces by leading scholars on the nature of business models
- The Role of the Business Model in capturing value from Innovation: Evidence from XEROX Corporation's Technology Spinoff Companies., H. Chesbrough and R. S. Rosenbloom , Boston, Massachusetts, Harvard Business School, 2002.
- Leading the revolution., G. Hamel, Boston, Harvard Business School Press, 2000.
- Changing Business Models: Surveying the Landscape, J. Linder and S. Cantrell, Accenture Institute for Strategic Change, 2000.
- Developing Business Models for eBusiness., O. Peterovic and C. Kittl et al., International Conference on Electronic Commerce 2001, 2001.
- Place to space: Migrating to eBusiness Models., P. Weill and M. R. Vitale, Boston,Harvard Business School Press, 2001.
- Value-based Requirements Engineering - Exploring Innovative e-Commerce Ideas, J. Gordijn, Amsterdam, Vrije Universiteit, 2002.
- Internet Business Models and Strategies, A. Afuah and C. Tucci, Boston, McGraw Hill, 2003.
- Focus Theme Articles: Business Models for Content Delivery: An Empirical Analysis of the Newspaper and Magazine Industry, Marc Fetscherin and Gerhard Knolmayer, International Journal on Media Management, Volume 6, Issue 1 & 2 September 2004 , pages 4 – 11, September 2004.
- Business Model Generation, A. Osterwalder, Yves Pigneur, Alan Smith, and 470 practitioners from 45 countries, self published, 2009
- Sustaining Digital Resources: An on-the-ground view of projects today, Ithaka, November 2009. Overview of the models being deployed and analysis on the affects of income generation and cost management.
[edit]References
- ^ a b c Business Model Generation, A. Osterwalder, Yves Pigneur, Alan Smith, and 470 practitioners from 45 countries, self published, 2010
- ^ (David Teece 2010)
- ^ (Charles Baden-Fuller and Mary Morgan, 2010)
- ^ Michael A. Belch George E. Belch Advertising and Promotion: An Integrated Marketing Communications Perspective, 7/e., McGraw-Hill/Irwin, 2006
- ^ JLM de la Iglesia, JEL Gayo, "Doing business by selling free services". Web 2.0: The Business Model, 2008. Springer
- ^ The Business Model Ontology - A Proposition In A Design Science Approach
- ^ Hummel, E., G. Slowinski, S. Matthews, and E. Gilmont. 2010. Business models for collaborative research. Research Technology Management 53 (6) 51-54.
- ^ Chen, T. F. 2009. Building a platform of Business Model 2.0 to creating real business value with Web 2.0 for web information services industry. International Journal of Electronic Business Management 7 (3) 168-180.
- ^ Do Some Business Models Perform Better than Others?, Malone et al., May 2006
- ^ William Foster, Peter Kim, Barbara Christiansen. Ten Nonprofit Funding Models, Stanford Social Innovation Review. 2009-03-05.
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