DEMYSTIFYING THE KHARE MODEL
(Excerpts from the seminal work of Raju at the Spirited Sociology Conference, 2006 @ Indian Institute of Management Bangalore)
"I am so happy to make such a big contribution. As the model gets accepted more and more I am sure my name will go down in history as the person who initiated it" - Mr. Vengat K
"The thing I like about it is its quick and efficient. I am able to leverage my capabilities better” - Mr. Nathan
"The model simply rocks. I don’t know what I was doing so long without it”, Mr. Raju
This article discusses about the new revolutionary Khare model that is sweeping IIMB like a storm. Throughout the article instances of usage of the model by the core group at IIMB has been provided to give a more practical insight.
BACKGROUND
The khare model is a recently evolved concept and is rapidly catching the attention of quite a few people. Pioneered by Mr. Vengat Krishnaraj , an investment banker from IIMB the model is being tweaked and perfected by a core group of three at IIMB. The model is so named after a PGP2 called Gaurav Khare in iimb, a spirited individual whose modes of preparing for the exams were legendary. Soon after he joined IIMB in mid 2005, Mr. Vengat observed the high levels of efficiency, innovation and success that Mr. Khare's practice was giving him and so decided to replicate it. He then standardized the framework and created what came to be known as the 'Khare model'. The core group was established a couple of months later to implement it and show the viability. Now the core group is beginning to see the implications of the model for B-Schools all around India.
WHAT IS IT?
The Khare model basically takes basic concepts from sociology, psychology and biology to create a framework for individuals to reach a higher plane aided by the intoxication of spirits. The model tries to provide a standardized platform for individuals to excel, bust their stress and solve problems while having a ball of a time.
IMPLEMENTATION
The most touted benefit of adopting the 'khare' model is the flexibility of implementation. Individuals can choose to implement in a thousand different ways customizing it their needs and preferences. However for gaining the maximum benefits we recommend the following approach to implementation,
Step 1: Choose the right time for implementation
Individuals frequently blindly jump into implementing it and end up being worse off. The worst that can happen is a bad hangover and a bad day but don’t forget the huge opportunity missed. We recommend Fridays or Saturdays or both if you are really into it. Choose any time after 11 for that is when the implementation can proceed smoothly without disruptions.
Step 2: Stock the right amount of supplies
Many a time individuals rush into implementation without taking enough care to stock the right amount of supplies needed for it and end up getting stranded mid way. This is not the right way to proceed. Just-in-time supplies may be fine but make sure you get them just in time.
Step 3: Create the right organizational structure
The model thrives when it is compatible with the organizational structure. We would recommend an organic type of structure with things strewn about and chaotic. The core group found that this results in the maximum satisfaction for the stake holders.
Step 4: Choose the right implementation style
The core group has identified five different implementation styles for the model. However organizations can structure it and customize it in thousands of different ways.
a. Minimal (Short and mild)
b. Case Approach (medium and moderated - ideal for problem solving)
c. Reckless Approach (unlimited and can turn dangerous but gives maximum satisfaction)
d. Desperation (Also called the last few drops approach - when resources are scarce)
e. Fun approach (some where between reckless and case - goes best with a movie or any other entertainment)
TOOLS
There are countless tools available for implementation. The core group continues to implement it on the "Vodka" platform. However any other spirit is equally acceptable. However the core group found that several pretend tools are beginning to proliferate the market. In fact during the last implementation, Mr. Nathan was severely criticized for buying a "Breezer" which was near useless for implementing the model. The core group in fact is seriously considering expelling Mr. Nathan for apart from several foolish decisions, he has been accused of placing his own benefits above that of the group. Only time will tell.
There are some instances when a variety of tools will make the implementation more enjoyable. This is essentially true when the implementation is sponsored by a third party. In fact, Mr. Raju had the opportunity to revel in one such occasion (block party) and found the experience "quite enthralling" (in his own words)
PITFALLS
What are the possible pitfalls that an organization may face while implementing this model. Following are some of them but they are more due to wrong implementation rather than the model's weaknesses.
1. Missing the 8.30 classes - mostly happens after a reckless or fun implementation.
2. Physical injury - might happen during the early implementation phases
3. Incoherent babbles - actually fun - weak individuals tend to get affected more. In fact, Mr. Nathan in the core group is known for getting affected every time the model is implemented but, "It is just an extension of me and I’m used to it" , he says.
FINANCIALS
If there is one thing that is often thrown against the model it is the cost involved. The cost of implementation is quite variable and can range anywhere from 100 Rs to 5000 Rs. This cost variability is due to the customizability of the implementation process. The model provides intangible benefits difficult to capture. However research has revealed that productivity increases by at least 20% and creative thinking and innovations dramatically rise. Further other rewards like self satisfaction, sense of over achievement and ability to counter danger head-on are difficult to measure but very important. Being an investment banker himself, Mr Vengat feels that the models ROI is quite high but difficult to put a number on.
CONCLUSION
The report was given just to provide a superficial insight into the Khare model. For knowing about this further contact any member of the core group whose addresses are given below.
Mr. Raju tyagarajs05@iimb.ernet.in
Mr. Vengat vangatk05@iimb.ernet.in
Mr Nathan josephn05@iimb.ernet.in
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