Articles 1 to 5 of 35
Physical Education and Sports Make Inroads in India's Schools
A new chapter is unfolding in Indian schools. As administrators and parents realize the importance of sports in academia, entrepreneurs are pitching in to offer professionally managed sports and physical education programs. Experts tell India Knowledge@Wharton that this trend is in keeping with India's economic growth, but caution that schools need to sharply monitor outsourced sporting activities.
India's Demographic Dividend: Asset or Liability?
India is getting younger as the rest of the world is graying. By 2020, the average Indian will be only 29 years of age, compared with 37 in China and the U.S., 45 in Western Europe, and 48 in Japan. This means an increase in the working-age ratio and a "demographic dividend." But, as a recent panel discussion held at the University of Pennsylvania's Center for the Advanced Study of India pointed out, the big challenge is getting these young people ready for the modern job market.
India Learns the Value of the Chief Learning Officer
Today more than ever before, organizations are facing learning and development challenges among their staffs. For emerging economies like India, the role of the chief learning officer (CLO) is becoming more critical as organizations struggle to keep pace with change in their new global environments. At the same time, annual CLO events are becoming richer in their diversity. India Knowledge@Wharton reports on the latest meeting, held in Mumbai recently.
Aegis’s Sudhir Agarwal: Mastering the Softer Side of M&A
Sudhir Agarwal, president of global M&A and business transformation at Aegis, an outsourcing services firm, says acquisitions typically fail because not enough attention is paid to the "softer" aspects of integration. In a conversation with India Knowledge@Wharton, Agarwal discusses current trends in the outsourcing industry, what his company has learned from past acquisitions and why integration after a merger is, above all, about dealing with the emotions of the employees.
Importing Efficiency: Can Lessons from Mumbai's Dabbawalas Help Its Taxi Drivers?
On a superficial level, Mumbai's taxi drivers and its dabbawalas -- organized porters who carry cooked lunches to office workers -- seem to have a lot in common. Both come from marginalized socio-economic groups. Their average education is up to the eighth grade. They belong to a low-skill, working class category and service the city’s middle class. Why, then, are their reputations so radically distinct? While taxi drivers are constantly in the news for reports of bad behavior, the dabbawalas have been cited as a case study of efficiency. Can best practices from the latter help change the taxi drivers' working conditions -- and their image?
