Consulting at IIMA is viewed as a dynamic learning process for the faculty. It provides an opportunity for them to share insights with practitioners andcontributes to experimentation and new learning by clients. Consulting brings the faculty in contact with real-life managerial problems, and thus greatly enriches teaching and research.

Consulting at IIMA has been guided by several norms:


  • Consultancy is an academic activity. Projects are taken up only if they have a definite learning value.
  • Faculty members do not solicit consultancy projects.
  • The total time spent on consulting is voluntarily restricted, so that other academic responsibilities are met.


On an average, IIMA faculty members undertake about 60 new consultancy projects on varied themes a year. Some involve giving advice to clients on specific problems; others involve training interventions. Still others require evaluation of specific projects or programmes.

IIMA faculty caters to a wide range of clients. These include public and private sector corporations, financial institutions, government agencies and departments, cooperative societies, not-for-profit institutions, and international agencies like the World Bank and FAO.

An analysis of the consultancy projects indicates an impressive build up of a large pool of skills. This is because different client organizations tend to have different requirements. A broad categorization, based on IIMA's experience, shows the following trends:

  • Industry consultancies focus on enterprise and/or organization performance
  • Government consultancies focus on sector and/or project performance
  • International sector consultancies focus on programme and/or client performance
  • Cooperatives consultancies focus on member and/or institutional performance


Staging Enabled