Research and teaching on Strategy and Operations.

Vuca is an acronym for Volatility, Uncertainty, Complexity and Ambiguity. Vuca Consulting is a partnership between Dr VG Kumar and myself.We believe that the elements of vuca, either one or more, interact and affect all business activities. The impact is more in India as the globalisation of products and services become more prominent. With our combined experience of handling these issues in a globally successful companies, we bring to the problems our insights into resolving bottlenecks created by people or process issues.

Dissertation Thesis accepted. Awarded Doctorate on 30th May 2015. My PhD topic is: The Balanced ScoreCard Process model - antecedents and consequences from the study of strategies and performance of selected Indian companies. My research guide were Prof IM Pandey and Prof CP Gupta. The highlight of the research work done was the use of a PLS-SEM for analysis of the data collected from Indian users of BSC, the first time it has been done globally on this topic.The findings identify the 'whats', the 'whys' and the 'how-tos' with respect to the value creation form the use of the BSC.

ITM University became a private University in 2009, after earlier being a College under MD University, Rohtak. It had started a Business School in 2005 and decided to upgrade its activities and profile. I worked for 2 years as a Professor - teaching courses in International Business, Financial Management and Supply Chain Management - before leaving in June 2012 to concentrate on completing my PhD.

A new Business school promoted by the House of Pearl in Gurgaon and working to create a quality education which works on the basis of the audited academic programmes of the Nottingham Trent University.

Joined as Executive Director (Commercial) and was involved in takeover and turnarounds of the sick state owned steel companies in Czech Republic(2003) and Poland(2004).Thereafter, promoted as CEO of Arcelor Mittal Companies in Algeria - owning and operating an integrated steel plant, a captive port, and captive iron ore and limestone mines

This was the period of the restructuring of the manufacturing industries due to the liberalisation moves by the Government. It involved manpower rationalisation, process improvements ( TQM, ISO 9000,ISO 14000) and customer orientation. I was also involved in new business development, negotiating new businesses with companies from Israel, USA and UK.

I joined as a sales manager in the Chemicals Division and worked there till 1984,developing an all India markets for our new specialty products in aromatic chemicals and catalysts ( new sales teams and distributors).From 1984 to 1986, worked as the All India Sales manager of the Agriproducts division, which involved a new plant growth promoter and hybrid seeds ( sunflower, maize). From 1986 to 1993, was the All India sales manager of the chemicals products and the business manager of the fine chemicals business. Helped develop a strategy for reviving and turning around this loss making division.

First job after graduating from the MBA course. Selected a job in industrial selling. Was posted in Durgapur for three years as the Resident Sales Manager. Then moved to the Head Office by the CEO to start a corporate planning department under him.Left after completing two tasks of getting permission for a new factory in Jammu and completing a survey for a new product which later became FOSROC company.