Page 5 - Social Impact

As a management school, IIM Bangalore has always valued becoming a national concern, and the Centre for Public Policy
social impact. Our vision statement says, ‘To be a global, was set up in the same year.
renowned academic institution fostering excellence in manage-
ment, innovation and entrepreneurship for business, govern- On a continual basis, IIMB has been forming new Centres for
ment and society’. We do this through knowledge creation impact. I would like to specially mention the Supply Chain
(research) and knowledge dissemination (teaching), and a Management Centre, the Centre for Corporate Governance and
variety of other activities, firmly set in the context of relevance Citizenship, the Centre for Capital Markets and Risk Manage-
to make impact. ment, and the Centre for Teaching and Learning.

The very genesis of IIM Bangalore was in the philosophy that IIM Bangalore has also leveraged technology for its initiatives
we must solve real world problems of great significance, which in digital education, including its recent foray into Massive
in the seventies, was largely influenced by the government Open Online Courses (MOOCs). With the focus on digital
and public sector. IIM Bangalore, in a bold move, rooted itself initiatives in organizations, IIMB has launched a two-year Post
around large public systems, including agriculture, education, Graduate Programme in Business Analytics.
energy, health, and transportation.
IIMB faculty and students have always been sensitive to social
Later, as India itself shifted its priorities to economic growth impact. The campus infrastructure has increasingly been
driven by the private sector, IIMB’s focus reflected these prior- sensitive to sustainability, taking initiatives in greening and
ities. conservation like rainwater harvesting and rooftop solar power
generation. IIMB students have a variety of social initiatives.
As Bengaluru became a hub of the global software industry Several faculty members work closely with non-profits in board
in the 1990s, IIMB rose to the challenge of contributing to and advisory positions. IIMB was one of the nine top global
this development through a Centre (Centre for Software & IT schools in the Positive Impact Rating 2020.
Management) and a Programme (Post Graduate Programme in
Software Enterprise Management). On the same note, recog- In keeping with global trends, we are now making more system-
nizing the need for a programme targeted at professionals with atic efforts to measure and track our social impact. I am happy
experience, a one-year Executive Post Graduate Programme in to see this report which is an important step in this direction.
Management, was also launched. My thanks to all our colleagues who have put this together.

IIMB recognized the importance of catalyzing entrepreneurship
early by setting up NSRCEL – the Centre for Entrepreneur- Professor Rishikesha T. Krishnan
ial Learning – in 2000. In the meantime, governance was fast
DIRECTOR’S FOREWORD

2 | Director's Foreward Director's Foreward | 3