aims to enable students to develop design leadership and entrepreneurialskills and empower them to become wealth creators in the field.Design, an Apt Partner for Management in IndiaAccording to Kanagasabapathi (2009) India is different than the rest of the �worldin terms of its economy, business practices and management. It is a society driveneconomy, its growth attributed to the inherent strengths of its people; the quality ofputting ideas into practice, the initiative, energy and genius of the Indian people.�Another important unique factor about India is the dominance of its non-corporatesector in the Indian business system, which provides employment to a significantpartof the population but also produces a large number of entrepreneurs, making Indiaone of the largest entrepreneurial nations in the world. Even the corporate sector hasdifferent management needs in the Indian context, whether they be for the manualintensive production models, technology models for a large population, educatedand uneducated, finance models for people who rely on their ownmoney rather��than borrowed money or the marketing theories that take into account the fact thatan Indian is not an individual but is a part of a family and community, which influencehis buying decisions. Looking at these needs, only those management modelswill work in India that have taken into account the socio-cultural context and havebuilt management paradigms around it. The management needs in India rely onbeing more intuitive rather than data driven. Management has to be holistic ratherthan in silos of functional specializationmarketing, finance, operations, systems�and so forth.Approaches to Design and Management in India 115The need for such an indigenous management model arose around 2006, whenthe economy was in boom. The need was felt even more during the economic slowdownin late 2008. It was evident during that time that Western models of managementwere not fully applicable in the Indian context. In fact, the conservative Indianbelief in saving moneyactually helped us during the financial crisis. Lessons��had tobe learned from within economic, business and management models had to be �designed��indigenously for future readiness. Management education itself needed freshthought.We found new concepts emerging at the intersection of divergent fields. Theircombined strength could add a lot more value than they would individually. Interestingly,here design and management came out as the best partners, complementingeach other in the lifecycle of a new emerging business. Design contributes a sensing/�feelingaspect that is not easily articulated in terms of market needs or well �definedproblem solving but more as tacit knowledge and pre-consciousness (Utterback et al.
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