first input
Rutger Zonneveld
https://docs.google.com/document/d/1xS23E38vAijfptHBFm_bdEq6EV3oTlqYfkUP4UqtWaQ/edit
So for example with the traditional model mention that workers (all male) start at 02.00AM and some sleep on the site and then with the Hub and Spoke mention that this would shorten the cooking cycle ->> then students can conclude from this that an advantage of H&S is no more accommodation and that they can also hire women now...so we have to give them enough to form an opinion and come up with arguments for each one without listing all the pros and cons in the main case study.
Rutger Zonneveld
Gauthier, Fiona
_____________________
Fiona Gauthier
Vice President
Executive Office
DVB Bank SE | Park House, 16-18 Finsbury Circus | London EC2M 7EB | United Kingdom |
Tel +44 207 2564 457 | Mobile +44 758 421 7640 | Fax +442072564533 |
Fiona.G...@dvbbank.com | www.dvbbank.com
Sent from my mobile device
You received this message because you are subscribed to the Google Groups "Bangalore 2013" group.
To unsubscribe from this group and stop receiving emails from it, send an email to bangalore-201...@googlegroups.com.
For more options, visit https://groups.google.com/groups/opt_out.
----------------------------------------------------------------------------------- DVB Bank SE, London Branch DVB Bank SE is incorporated with limited liability in Germany Registered Head Office: Frankfurt/Main, Germany; Local Court: Frankfurt/Main, Germany, Reg.-No. HRB 83980 SWIFT: DVKB DE FF, Bank Code: 501 103 00, VAT Registration No. GB 722 8632 35 Authorised by BaFin and subject to limited regulation by the Financial Conduct Authority. Details about the extent of our regulation by the Financial Conduct Authority are available from us on request. Board of Managing Directors: Wolfgang F. Driese (Chairman), Ralf Bedranowsky, Bertrand Grabowski, Dagfinn Lunde. Chairman of the Supervisory Board: Frank Westhoff This message and any attachments are confidential and may also contain privileged information. If you are not the intended recipient of this e-mail or if you have received it in error, please notify us immediately by reply e-mail and then delete this message completely from your system. Any unauthorized copying, disclosure or other use of the information contained in this e-mail for any purposes is strictly forbidden. Please be aware that this e-mail or its attachments (if any) may contain viruses or other harmful code which have not been detected by our anti-virus system. ===================================================================================
stephen....@shell.com
Guys,
I have put something on google. WIP will continue tomorrow, been tough with time.
From: bangalo...@googlegroups.com [mailto:bangalo...@googlegroups.com]
On Behalf Of Rutger Zonneveld
Sent: 10 September 2013 20:46
To: bangalo...@googlegroups.com
Subject: Re: first input
Hi guys, just checking in. How's everyone doing in terms of input? Plan still is to have all the initial input there for Friday the 13th right? I noticed that Pierre has put his stuff in as well. Everyone else still on track?
On Fri, Sep 6, 2013 at 9:25 PM, Rutger Zonneveld <rmzon...@gmail.com> wrote:
--
Safeya Almqtri
hi guys
I think i had a good start. I attach the first draft. please note though that I will have to read it again with fresh eyes but i think content and structure is quite OK at this point. I won't be able to do much tomorrow but I'll revise again on Sat.
when i was writing i noticed that i'm missing A LOT of facts/statistics. so I'm planning to send an email to Anu tomorrow. If you have any questions to ask, it would be great if we can consolidate them in one request. So please send me your questions by end of tomorrow to share with Anu
Rutger - on the hub & spoke, I didn't know where to stop. I'm trying to give mere facts rather than list the pros as described by the head of ops. I'm thinking to add the cost comparison between traditional and centralized model but i'm not sure of any other points to add that would not be answers to the case.. any thoughts?
One last point, for some reason, i'm not able to 'paste' in google docs..Would be great if one of you can upload my content
safeya
Sent: 12 September 2013 10:42 PM
To: bangalo...@googlegroups.com
Subject: RE: first input
Gauthier, Fiona
So I commit to you my input, plus my comments on all your work, by end of day Sunday.
Rutger, Pierre and I have class this weekend so Steve + Safeya you've got time to work on your parts anyway.
Apologies for the delay but its unrealistic to think I can submit by today.
F.
_____________________
Fiona Gauthier
Vice President
Executive Office
DVB Bank SE | Park House, 16-18 Finsbury Circus | London EC2M 7EB | United Kingdom |
Tel +44 207 2564 457 | Mobile +44 758 421 7640 | Fax +442072564533 |
Fiona.G...@dvbbank.com | www.dvbbank.com
Sent from my mobile device
Steve Olugbile
<AP Case Study - v1.docx>
<questions to anu.docx>
Steve Olugbile
Safeya Almqtri
hi guys, still not able to paste anything into the google doc. i attach here my input. I added "xx" where I will need input from Anu. So please keep it and I will update that later.
thanks
safeya
Sent: 13 September 2013 10:13 PM
Fiona Gauthier
Safeya - I have pasted your work into the google doc.
Sent: 15 September 2013 07:07
Fiona Gauthier
Hi guys,
Good job - we've definitely got a lot of content here to work with!!! I few thoughts from my side:
- Steven: I think we need to bring the "six pillars" identified by TAPF as areas to concentrate on in your opening piece so that it provides a thread for the whole of the case study and ties in with safeya's work
- Pierre: we already discussed adding some lines on the commerce for charity initiative - Safeya really opens it up in her work to discuss this so I would try and build on that somehow
- Rutger: I've added some additional questons / pros & cons etc to the teaching notes. Shall we have a call the two of us on Tuesday/Wednesday to bring the teaching notes together and in line with the draft case study?
- all: how much content of the actual solutions do we want in the case or in the teaching notes? Safeya you asked this about the hub & spoke model but the same question for the commerce for charity initiative...
- there's still quite a lot to do in terms of making this a cohesive piece of work (and it needs editing...) - I don't mind doing the editing part Tuesday afternoon if everyone can add their comments / changes / additions directly to the google doc before then and then it can be reviewed by all before draft goes to Celia Weds evening
Cheerio,
F.
Rutger Zonneveld
- Steven: I think we need to bring the "six pillars" identified by TAPF as areas to concentrate on in your opening piece so that it provides a thread for the whole of the case study and ties in with safeya's work.
Agree. In addition we need 'a bridge' between your piece and the next part (funding/operations). Also some more suggestions:
- not 100% sure we want to go with this fictional urgency meeting idea, I like the concept but it also suggests they are in crisis and not sure how comfortable AP is, maybe you can tweak that a bit...
- I would include a couple of lines on India and the nutrition challenge and how that's linked to education. HB case does the same thing. They also have some more info on the midday meal program. Might be worth expanding on that as well.
- I would also really stress the fact that from day one their approach has been unique in the sense that it was always a very professional/engineering focused NGO looking for scale etc. And maybe that within 13 years they got to the top 25 best NGOs in the world (was in this newsletter they gave us).
- If we aim for 10-15 pages then the intro/history could be 1.5 pages, think it's 1 now.
- Pierre: we already discussed adding some lines on the commerce for charity initiative - Safeya really opens it up in her work to discuss this so I would try and build on that somehow
- Rutger: I've added some additional questons / pros & cons etc to the teaching notes. Shall we have a call the two of us on Tuesday/Wednesdayto bring the teaching notes together and in line with the draft case study?
- all: how much content of the actual solutions do we want in the case or in the teaching notes? Safeya you asked this about the hub & spoke model but the same question for the commerce for charity initiative...
Can I suggest Pierre/Safeya that you have a look at the teaching notes and the questions there and include enough info to be able to answer those..I think for when in doubt put in more rather than less...general observation is that we currently have 6 pages and aim based on input Celia is 10-15 I think so wouldn't hold back in terms of content :)
- there's still quite a lot to do in terms of making this a cohesive piece of work (and it needs editing...) - I don't mind doing the editing part Tuesdayafternoon if everyone can add their comments / changes / additions directly to the google doc before then and then it can be reviewed by all before draft goes to Celia Weds evening
- also currently we have no summary & student questions at the end. I can put these in Tuesday night.
Finally, quick reminder of the structure we settled on when in Bangalore (below). Following this we would indeed have to edit/move stuff around quite a bit as the current structure in the draft is around funding / operations with all the info in those two sections rather than separated if that makes sense...also it feels like we're missing the changing conditions part?
stephen....@shell.com
Rutgers/Fiona,
I have been travelling and will be back to my base later this afternoon/evening.
I will re-write the piece based on your steers – the only area I disagree is to ‘copy’ the HBS case. We have read so many case studies, they do not follow the same pattern. Will not include India history or geography but will instead focus on the MDM meal in India as a whole, Supreme Court ruling, and tie in to TAPF and how it has improved the enrolment and other verifiable successes.
From: bangalo...@googlegroups.com [mailto:bangalo...@googlegroups.com]
On Behalf Of Rutger Zonneveld
Sent: 15 September 2013 21:09
To: bangalo...@googlegroups.com
Subject: Re: first input
Thanks guys, indeed good start.
My thoughts below:
- Steven: I think we need to bring the "six pillars" identified by TAPF as areas to concentrate on in your opening piece so that it provides a thread for the whole of the case study and ties in with safeya's work.
Agree. In addition we need 'a bridge' between your piece and the next part (funding/operations). Also some more suggestions:
- not 100% sure we want to go with this fictional urgency meeting idea, I like the concept but it also suggests they are in crisis and not sure how comfortable AP is, maybe you can tweak that a bit...
- I would include a couple of lines on India and the nutrition challenge and how that's linked to education. HB case does the same thing. They also have some more info on the midday meal program. Might be worth expanding on that as well.
- I would also really stress the fact that from day one their approach has been unique in the sense that it was always a very professional/engineering focused NGO looking for scale etc. And maybe that within 13 years they got to the top 25 best NGOs in the world (was in this newsletter they gave us).
- If we aim for 10-15 pages then the intro/history could be 1.5 pages, think it's 1 now.
- Pierre: we already discussed adding some lines on the commerce for charity initiative - Safeya really opens it up in her work to discuss this so I would try and build on that somehow
- Rutger: I've added some additional questons / pros & cons etc to the teaching notes. Shall we have a call the two of us on Tuesday/Wednesdayto bring the teaching notes together and in line with the draft case study?
Yes let's talk on Tuesday night: 19.30 UK time okay? I've sent you an invite for 19.30, if it doesn't work let me know and I'll change.
I've got some time on Tuesday night as well so if we need any more editing done after you've had a go I can do some Tuesday night.
- all: how much content of the actual solutions do we want in the case or in the teaching notes? Safeya you asked this about the hub & spoke model but the same question for the commerce for charity initiative...
Can I suggest Pierre/Safeya that you have a look at the teaching notes and the questions there and include enough info to be able to answer those..I think for when in doubt put in more rather than less...general observation is that we currently have 6 pages and aim based on input Celia is 10-15 I think so wouldn't hold back in terms of content :)
- there's still quite a lot to do in terms of making this a cohesive piece of work (and it needs editing...) - I don't mind doing the editing part Tuesdayafternoon if everyone can add their comments / changes / additions directly to the google doc before then and then it can be reviewed by all before draft goes to Celia Weds evening
- also currently we have no summary & student questions at the end. I can put these in Tuesday night.
Finally, quick reminder of the structure we settled on when in Bangalore (below). Following this we would indeed have to edit/move stuff around quite a bit as the current structure in the draft is around funding / operations with all the info in those two sections rather than separated if that makes sense...also it feels like we're missing the changing conditions part?
Thanks Rutger
On Sun, Sep 15, 2013 at 2:34 PM, Fiona Gauthier <fgauthier....@london.edu> wrote:
Safeya Almqtri
hi guys
here are my comments on the case study first. I'll send a seperate email to address study notes:
Steve - i suggest the following edits:
- remove the following sentence: "The drums should be...start." in paragraph 1
- agree with rutger to not use the word urgency,,would not change the whole thing though. you can describe it in a way that he had to put a new strategy for the future goal/the new vision?
- In History section, 1st paragraph has a quote referring to "our centre". please make sure the "centre" is defined somewhere in the text.
- In the next paragraph, please add that they started with 1500 meals - to show how they've grown over the years
- Use of abreviations, please ensure you spell out abbreviation first eg. MDM is not defined
- In terms of content, i feel like the history should touch on the following points:
- ISKON temple role
- leadership, brief about how the kitchens used to be operated by devotees
- brief about the business model. a couple of lines (max 5)- basically a summary of my part and Pierre's (the kitchens, how they fund)
- Introduce a paragraph at the end, the summary, which refers back to the first paragraph where Venket thinks about the future vision. This will be a nice way to introduce the 7 pillars, introduce the issue at hand (the decision to be made of whether they continue with same business model or not) and build a bridge to the following sections
Pierre
- Funding challenge;
- I think both my section and yours should not be called the "challenges" (student must identify the challenges themselves). rather, they describe how things are working now
- in the first paragraph, it's worth adding an exhbit about 1) funding breakdown, 2)subsidy breakdwon and to add wording with more details around types of subsidies i.e. grains, rice, tax savings etc
- In general, to ensure consistency, I would say let's not use pronouns such as "we notice" , "let's think" rather use passive tense or refer to the foundation.
- India donations: might be worth adding how much India donations comprise of total donations in %. one might think that international donations are the bulk but in fact they're not..
- Donations: I see no mention of corporate vs. individual donations, might be good to add as additional content
- In the costs paragraph, i feel like the first paragraph is the only one addressing AP's ongoing costs, the remaining paragraphs are description of the economic situation in India which should come before costs. for the whole section I would actualy suggest that you first describe the costs i.e. cost per meal and how it grew, costs to run a kitchen, cost to build a kitchen, then you go into funding (subsidies donations), then you introduce the financial challenges i.e. donations dropping, costs going up. I would also link each economic condition to its impact. for example, you state an important fact about oil price increasing, i think this should be linked to fuel cost growing in one sentence. same applies for food prices. You might want to elaborate on the WPI, I didn't quite get it? how is it relevent to AP?
- Restructuring the previous paragraphs to end with costs growing up would create a smooth transition to why they closed the kitchen and then corups issue described in Innovation for excellence paragraph
- I would remove the first paragraph of innovaton of excellence, i already describe it in operations. Plus, I don't know how it increases costs?
- The Humble Syndrome
- i think it has valuable information, the last sentence can be re-written in a way to show that they are looking at innovative ways to raise funds without incurring costs. AP actually said that each year they plan to spend moneys on marketing, but they get pressured and projects get delayed/cancelled due to other priorities which hinders their ability to expand on fund raising
- Please add references - you state a lot of facts
Overall, i think operations section should come before the funding section. I'm also now thinking we need to add a bit around financials of for-profit initiative. i don't know though if we can use this info. what do you guys think?
Safeya
Gauthier, Fiona
_____________________
Fiona Gauthier
Vice President
Executive Office
DVB Bank SE | Park House, 16-18 Finsbury Circus | London EC2M 7EB | United Kingdom |
Tel +44 207 2564 457 | Mobile +44 758 421 7640 | Fax +442072564533 |
Fiona.G...@dvbbank.com | www.dvbbank.com
Sent from my mobile device
Safeya Almqtri
My take on the study notes:
- Teaching Objectives:
- Add: Discuss the various operational and funding options AP has, advantages and disadvantages of each and make an informed recommendation on the way forward.
- Questions for discussion
- I would add, define the challenges faced by Akshaya Patra - teaching note should categorize into two buckets: operations and funding
- Now i see that the case study clearly does not put focus on the fundarising activities and magnitude - something for Pierre to elaborate on in the last paragraph of his part.
- Pros of 'Commerce for charity'
- success of other NGOs: can you give an example to support this statement?
- Add:
- Further cost reductions due to centralized procurement and bulk purchasing-> reduce cost per meal
- Challenges:
- Mission shift: I would add, profitability was never a success metric
- Operations:
- I will add more content around what's described in the study notes.
- the last point in the pros of traditional model: how does this question fit in the pros?
- In cons of hub and spoke, I would state that costs are understated. there would be duplication of staff, increased responsiblities/pressure on quality division to ensure all spokes following food quality and safety metrics
Overall, i think the section is nicely written but I won't be able to judge if that's how it should be laid out. I would suggest sending it to Brad for review along with Celia. We can arrange a call with him once he'd had a chance to read the draft and right before submission.
safeya
Sent: 16 September 2013 9:39 PM
Pierre Mulotte
I’m sorry I can’t do it tomorrow.
Would Wednesday be possible ?
From: bangalo...@googlegroups.com [mailto:bangalo...@googlegroups.com] On Behalf Of Rutger Zonneveld
Sent: 15 September 2013 21:09
Steve Olugbile
Steve Olugbile
The delay is somehow good cos I now have definite direction from all the brilliant and 'cool' people in my group to be able to do better.
Regards,
Steve
Pierre Mulotte
Thanks for the feedback.
Working on it.
In parallel I was working on the Commerce For charity initiative part but looking t the amount of rework I need to do I’ll share what I have done so far so that if someone has some spare time he/she can modify it.
Thanks,
Rutger Zonneveld
My take on the study notes:
- Teaching Objectives:
- Add: Discuss the various operational and funding options AP has, advantages and disadvantages of each and make an informed recommendation on the way forward. ADDED
- Questions for discussion
- I would add, define the challenges faced by Akshaya Patra - teaching note should categorize into two buckets: operations and funding ADDED
- Now i see that the case study clearly does not put focus on the fundarising activities and magnitude - something for Pierre to elaborate on in the last paragraph of his part.
- Pros of 'Commerce for charity'
- success of other NGOs: can you give an example to support this statement? FIONA WILL ADD
- Add:
- Further cost reductions due to centralized procurement and bulk purchasing-> reduce cost per meal ADDED
- Challenges:
- Mission shift: I would add, profitability was never a success metric ADDED
- Operations:
- I will add more content around what's described in the study notes. CAN YOU EXPLAIN WHAT YOU MEAN WITH THIS?
- the last point in the pros of traditional model: how does this question fit in the pros? CHANGED IT
- In cons of hub and spoke, I would state that costs are understated. there would be duplication of staff, increased responsiblities/pressure on quality division to ensure all spokes following food quality and safety metrics ADDED
Rutger Zonneveld
AP intends to officially start the “Catering Services / Supply of food” activity on 1st October 2013 and the “Job Work Income” and the “Professional Consulting Charges” activities in 2014.
stephen....@shell.com
Guys,
A bit of distraction – click this link to win a million pounds
http://www.akshayapatra.org/london-business-school-conducts-study-on-akshaya-patra-foundation
From: bangalo...@googlegroups.com [mailto:bangalo...@googlegroups.com]
On Behalf Of Rutger Zonneveld
Sent: 17 September 2013 20:55
To: bangalo...@googlegroups.com
Subject: Re: first input
Pierre one more suggestion would be to remove the following sentence from your part:
AP intends to officially start the “Catering Services / Supply of food” activity on 1st October 2013 and the “Job Work Income” and the “Professional Consulting Charges” activities in
2014.
I think this would make the case study to leading (basically the students then know they are going to test this so leaves less room for discussion). We can then move it to the teaching note part where we talk about what actually happened and the prof can at teh end of the discussion mention that after a lot of back and forth they've decided to test this etc..
makes sense?
On Tue, Sep 17, 2013 at 8:43 AM, Pierre Mulotte <pmulotte....@london.edu> wrote:
Gauthier, Fiona
_____________________
Fiona Gauthier
Vice President
Executive Office
DVB Bank SE | Park House, 16-18 Finsbury Circus | London EC2M 7EB | United Kingdom |
Tel +44 207 2564 457 | Mobile +44 758 421 7640 | Fax +442072564533 |
Fiona.G...@dvbbank.com | www.dvbbank.com
Sent from my mobile device
Pierre Mulotte
Agreed,I’ll change that
From: bangalo...@googlegroups.com [mailto:bangalo...@googlegroups.com] On Behalf Of Rutger Zonneveld
Sent: 17 September 2013 20:55