Now MAT Score/Result of last 5 administrations are available online. B-schools/Universities who are accepting MAT scores for facilitating the admission to their MBA/Allied programmes are advised to verify the MAT score submitted by the candidates from 1. AIMA Website: https://mat.aima.in/feb22/mat-result-login 2. AIMA office through e-mail: matibt@aima.in 3. MAT Score can be checked/verified by candidate name on the link: https://mat.aima.in/result-check
Brands are not just built around beliefs and biases of the past. About 5 per cent of the time, we use a process of deliberation to make choices where we use spreadsheets to look at the cost benefits and logic to evaluate the pros and cons of choices. Marketers can leverage the power of cognitive biases for designing, positioning, and/or repositioning their brands.
Digital transformation provides enormous potential for organisations grow their businesses, albeit, they understand and plans for the prerequisites of the transformation. A key critical success factor of any digital transformation initiative is obtaining an understanding of and planning for all required forms of transformation.
Selecting a leader to ‘lead’ others so that these others can offer their best to the team, requires a totally different set of skills as compared to the skills required for individual success.
The story of how, in less than two decades, Tatas transformed a sluggish public sector enterprise like VSNL into a global telecommunications conglomerate.
Building a lean culture is not something for which you can randomly cherry pick some tools and make it happen. It is more of a social process; one that is of people development and transformation, that teaches involvement, ownership, and responsible behaviour.
Most leaders agree that performance targets are a critical part of effective leadership. But is time spent on these metrics time well spent? Do these performance management approaches really lead to world-class performance?
"Busting the following myths:MYTH 1: Half my advertising is wasted, but I do not know which halfMYTH 2: Clustering television spots in ‘bursts’/ ‘flights’MYTH 3: The dominance of low-involvement brandsMYTH 4: As a brand grows, its advertising must be increased at the same rateMYTH 5: Sales promotions have a much stronger effect on sales and profit than advertising does"
Healthy organisations are successful and need healthy leaders. But what exactly do we mean by this and why does it matter?
All around the world, impact networks are being cultivated to address complex issues in healthcare, education, science, technology, the environment, economic justice, the arts, human rights, and more. They mark the next evolution in the way humans are organising to create meaningful change.
When contemplating a change, leaders should ensure they get inputs from people in the organisation who have expertise in the areas most affected, so you can be realistic about the time, effort, and resources required.
Competent boards can no longer afford to put ESG—environment, social, and corporate governance—issues on the back burner. Companies need to learn from the mistakes of others and should ignore these at their own peril.
"Busting the following myths:MYTH 1: Creativity is about artistic expression, and it is not a differentiator in moving business, politics, science, and society forward in a meaningful wayMYTH 2: Creativity cannot be taught: you either have it or you do not MYTH 3: When a business loses its creative edge, the only way to fix it is to buy it MYTH 4: Creativity is a solitary, heroic, and random act of individual genius. It cannot be managed because you never know where ideas come from, when inspiration will strike, who needs to be involved, and how to make it happenMYTH 5: Creativity is not a competency that can be managed in an organization to evaluate performance and talent"
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