Message from Chief Patron



We focus to build manager to be innovator shifting their product-centric view of value creation to a personalized experience-centric view of value creation.
 
Many business groups believe that significant changes occurs only as a result of crisis, but there are others who tell stories of significant changes that arouse without a crisis, from passion and imagination, from leaders of many types willing to take risks of something in which they believed. We need to build up our society full of those people who are able to get rid of the innovative circle to transform the whole spectrum! Fundamental structural changes in a wide range of industries driven by forces of globalization, forged by digitalization, changing customer expectations, ubiquitous connectivity, and new social and environmental demands have made business environment more turbulent and unpredictable than even before. Managers feel the strain of attempting constantly to improve their performance in circumstances that are becoming more competitive. This nudges manager to be innovator shifting their product-centric view of value creation to a personalized experience-centric view of value creation. It is not adequate just jolting upon knowing how but go further for knowing why and knowing what as well.
 
An organization should prepare to manage constant tensions between flexibility, efficiency, and reliability. This transformation is not just about changing the mindsets or dominant logics of managers; it is also about focusing on new levels of transparency and visibility in how an organization is managed. The focus must be on the skills of individuals and their attitude to learning, as well as on the competence of teams and the ability to continually configure task-based teams.
 
Traditionally, managers depended on experience and intuition to develop insights-gut feel. Gut feel and intuition are important, but in a fast changing competitive environment, experience of the past is less and less valuable. Foresight, not hindsight, is of value. It is a result of understanding, through structured and unstructured data, the unfolding of competitive dynamics.
 
Learning is the sum of collective effects of institutional culture, programme culture, students, teacher, pedagogical approach, materials, and facilities. Harmony among these elements facilitates learning. IB&MS strives to align these elements together to bring forth the synergy effect upon learning dynamics. The ultimate destination of our voyage is to groom 'learning professional' for 'learning organization' having full passion, imagination, innovation, integrated skills, adorable behavior, emotionally intelligent and comprehensive knowledge able to be competitive elsewhere in the globe.
 
The ultimate destination of our voyage is to groom'learning professional' for'learning organization' having full passion, imagination, innovation, integrated skills, adorable behavior, emotionally intelligent and comprehensive knowledge able to be competitive elsewhere in the globe.
 

Pro. Shree Krishna Shrestha, Phd.D.
Chief Patron
Institute of Banking & Management Studies