Arpith Siromoney đź’¬

Understanding Arindam

The problem with Arindam’s approach lay deeper than the salaries his graduates made. Even in the world of closed Indian companies, Arindam’s organisation is unusual. It is not publicly traded, and was incorporated only very recently. The success and failure of IIPM students depends largely upon what happens to Planman, and what happens to Planman depends on what happens to Arindam. As for what happens to Arindam, that depends on whether the students keep coming. If the business school produces the greater part of the company’s revenues and employs most of the graduating students, this model can keep functioning only as long as a growing body of students remains willing to put up substantial sums of money for their degrees.

Chaudhuri launched The Sunday Indian (“perhaps the only magazine in the world with 13 editions”) in 2006.Although the bloggers were right about many things, they seemed unable to comprehend that Arindam wasn’t so much a rogue management guru as a particularly blatant, though uncredentialed, manifestation of standard management principles.

Cached by Google, the Caravan has taken down the article after being sued.