#epgp

If you're a working professional stuck between growth and responsibility, the IIM Kozhikode Executive Post Graduate Programme in Management (EPGP) offers a practical solution: an IIM-branded business education without a career break.

This program is made for people who don’t want to choose between work and learning — it’s for those who want both.

Who Is This Program For?

The EPGP is tailored for:

Professionals with at least 3 years of work experience

Mid-career managers aiming for strategic roles

Entrepreneurs who want structured management training

Anyone seeking leadership credibility from an IIM

This program isn’t just a knowledge booster — it’s a career game-changer.

Curriculum & in-depth overview: View IIM Kozhikode EPGP full details

What You’ll Learn

The EPGP dives deep into:

Strategic leadership

Business analytics

Marketing and finance

Operations and innovation

Ethical decision-making

Plus, you’ll be part of the IIM Kozhikode alumni network — one of the most respected in India and globally.

Why IIM Kozhikode?

IIM-K isn’t just another IIM — it’s known for pushing boundaries in online learning, innovation, and ethical leadership. With top-tier faculty and a strong peer-learning environment, it offers a premium executive education experience.

Final Thought

If you're looking to unlock higher roles, lead confidently, or transition into a new domain, the IIM Kozhikode Executive Post Graduate Programme in Management is a bold and smart investment.

A gushing rapid on the trail of the Bukhansan trek

During animmersion experience at KAIST in South Korea, IIMB’s one-year Global MBA students get insights into the country via field visits, projects and some adventures. Karthik Ramanathan shares his experience.

21 September, 2017, Bengaluru: It was eight o’clock in the evening on 13thAugust 2017: we, the students of the full-time Executive Post Graduate Programme in Management (EPGP) at IIM Bangalore, were lugging our bags, getting ready to load them in the buses waiting to ferry us to the airport. Yes, the day that we had all been yearning for has arrived! Term 2 – the most dreaded of all terms – done and dusted, we were on our way to South Korea, Seoul in particular. The atmosphere in the bus during the nearly 90-minute ride to the airport was heady. Portable speakers were out; there was song and dance and unrestrained merriment. The mood had been set for the forthcoming fortnight.

No sooner did the flight take off, 30 minutes past midnight, that all the pent up exhaustion and fatigue of the last three days kicked in and knocked us out. We woke up to a wonderful view of the blue sea and small islands with green-topped hillocks – we were about to land in Hong Kong. Some of us had a fairly long layover in Hong Kong that allowed us to visit the city for a few hours. On landing we immediately made for the immigration counter to secure a clearance to enter the city, after which we took the airport express train to the city. The weather, though not hot, was quite humid. Our destination was the promenade from where the famous skyline of Hong Kong, across the sea, can be seen in all its glory. The route took us through some of the most upmarket localities of the city. The skyline itself was quite impressive, and it would have been a sight to behold at night. After spending about an hour on the promenade we headed back to the airport.

The flight from Hong Kong to Seoul was all about friendly chatter, snacks and movies. We landed in Seoul quite late but were warmly welcomed by students from KAIST, our host school. What struck us about the South Koreans immediately was their humility and hospitable nature — two traits that we came face to face with, over and over again, during our two weeks in the city. We reached Gangnam Family Hotel well past midnight and I, at least, had no energy left except to, fix myself a quick ready-to-eat meal and snore what-was-left-of-the-night away. A 9:00 a.m. departure sound positively punishing. But after four months of hard work back home at IIMB, we were well trained for tough times!

Prior to the bus ride we were served a wonderful breakfast that had plenty on offer for vegetarians, including fresh fruits, steamed vegetables, potato fries, assorted breads, hot chocolate, yogurt, and coffee. We spent the thirty-minute bus ride to KAIST taking in the sights of the city, which looked like an infrastructure marvel, which we later learnt was called the ‘miracle on the Han river’, Han being the river that flows through Seoul and divides the city into northern and southern halves.

Lectures, fields visits and more

We were welcomed to KAIST by Prof. Betty Chung with a little gift for each one of us. The day consisted of three lectures, the first one from Prof. Chung herself. She talked about the important characteristics of Korean culture and also about South Korea’s meteoric rise from being one of the poorest nations in the world in the ’50s to one of the most developed societies in the world today. I was particularly amazed by the choice of words such as jung and noonchi to communicate important cultural aspects that are integral to South Korea.

The second lecture was by Dilip Sundaram, who was the CFO and Chief Transformation Officer of Mahindra’s acquisition of SsangYong. His session was peppered with incisive questions aimed at us that put us in his shoes to think like a C-level executive in charge of transforming a company. As aspiring business leaders, this session taught us lessons that will remain with us throughout our careers. His emphasis on perfection on execution in a transformation context, and his highlighting of Korea as an execution specialist country really left an impression on us.

The third lecture was by the Indian ambassador to South Korea, Vikram Doraiswamy. We consider ourselves honoured and extremely lucky to be able to listen to, in person, to a person who is not only a distinguished civil servant but also a knowledgeable industry expert. His understanding of how the capabilities of Korean companies can be matched with the needs of the Indian market was impressive to say the least. His central message of creatively managing India’s unique traits to make it attractive for Korean companies to invest in, was the key takeaway.

The following days had lectures by James Rooney, who provided us an outsider’s perspective of not only South Korea but the other two Northeast Asian economies of China and Japan.

The lecture by Prof. Leighanne Yuh, a historian, provided us the backstory for South Korea’s stratospheric economic rise. Her detailing of President Park Chung-hee’s era during the ’60s and the ’70s was particularly insightful.

We went on field visits to the Samsung Innovation Museum, and to the Korea Exchange (KRX) in Busan. We also had two visits that helped us explore the culture of South Korea, and these were Nanta and Kicks. The former is a cooking-based mime show that amazed and stupefied us with its speed, coordination, and skill, while the latter is a taekwondo show by the national team that combines martial arts, storytelling, and technology. After our visit to KRX in Busan, we also found time to visit the beach.

Flights of fantasy

The best was saved for the last. Prior to our departure to South Korea, my class had been divided into groups of seven each, and each group was to work with a Korean company on a project. Two groups were drawn to work with the Indian Embassy of South Korea, and I was in one of those two groups. On the penultimate day of our stay in South Korea, quite unexpectedly and surprisingly, we were granted permission to visit the headquarters of Korean Aerospace Industries (KAI) in relation to our project, thanks to the efforts of Parth Sharma – Vice Chairman, Indian Chamber of Commerce in Korea. KAI’s headquarters is situated in Sacheon, which was a four-hour bus ride from Seoul. We were staring at the prospect of travelling eight hours for a two-hour meeting with a 9:00 a.m. departure for the airport next day! But the KAI visit was worth every bit of our time and energy. We interacted with Dr. Choi – Senior Manager & Chief, International Marketing Division, KAI, who was kind enough to explain in detail KAI’s business and the general landscape of South Korea’s dealings with other countries in the defence aviation sector. We were also shown around the assembly line of KAI’s fighter and trainer jets, and helicopters, and we were also given a glimpse of the cockpit of T-50, KAI’s advanced jet trainer.

Memories are made of this

Besides the formal lectures and field visits, our personal adventures and outings contributed a lot to the entire Korean experience. One of my first destinations in Seoul was the Cheonggyecheon stream, which in the aftermath of the Korean War was nothing more than raw sewage, but has now been restored with a walkway along the stream, making it an excellent public space. We also frequented various shopping hubs of the city such as the popular Gangnam Street, the sprawling Lotte Department Store, the crowded bylanes of Myengdong (the street food on offer, especially the deep fried ice-cream, is a foodie’s delight), the underground markets, and the buzzing night market at Dongdaemun (I like the name a lot. Seems worthy of a boss villain in an epic Oriental RPG video game.)

The Changgyeonggung Palace was a pleasant surprise. With its modest furnishings and simple architecture it was unlike any other palace that I have ever seen. The striking feature of this palace, and I suspect the other four palaces in Seoul, is the abundance of open spaces in comparison with courtrooms, royal residences, etc.

Another instance that made my trip memorable was the rain playing spoilsport twice – once during the hike in Bukhansan National Park, and the second time during a trip to Nami Island. In the former instance, we still managed a decent hike that afforded us breathtaking views of gushing streams and tranquil Buddhist temples, and in the latter instance we managed to see Gapyeong, a picturesque little town close to Nami Island. The twenty-minute walk, tumbling up and down Gapyeong’s rolling terrain flanked by tall mountains and under the fading light of the evening sun, was an experience of a lifetime.

I have experienced the sun and rain of the Korean summer and hope to visit this beautiful country in all its glorious colours and meet its wonderful people sometime later during a Korean autumn. Gamsahamnida Korea!

Photo Gallery : Post Graduate Programme in Management (EPGP)

A seat of serenity nestled in wooded hills, beneath a grey sky.

Sprightly green grass, reflective glassy river, and wise brooding hills – presided over by a portentous sky.

Enjoying the kick of Kicks.

In front of Gangnam Family Hotel.

At Samsung Innovation Museum.

A view of Busan from KRX

About the author:

Indian Institute of Management also abbreviated as IIM is a PGDM Management College also under Executive Education Programmes.

IIMs  has certain tie ups with different regions for their Executive Courses. IPS BUSINESS SCHOOL – JAIPUR is the region head for these Courses in all over Rajasthan. These courses are basically done after post graduate degree to develop the level of curriculum vitae. An enormous number of increase in the salary is experienced after adapting these informative courses.

EPGP from IIM Ahmedabad – Executive Post Graduate Program is a two year post graduate diploma program with added flexibility of completion in three years is offered on interactive on sight learning platform. This course is for junior, middle, senior level managers or business entrepreneurs to exceed to the preceding level. The information provided to the aspirants help them in acquiring appropriate knowledge to move forward in their career.

EPBF from IIM Ahmedabad – Executive Program in Business Finance covers the field of managerial accounting, financial accounting and management control system, financial markets and control finance.  This program is planned for the finance sector, precisely for the middle and higher level managers to exceed the ladder from their current scenario.

EPYM from IIM Calcutta – Executive Program for young  managers are for the young professionals graduating in the field of engineering, medicine, pure science, commerce, etc. These are the initial level managers who need managerial as well as professional skills as they are unaware of the global facts of management.

TATA GROUP CASE, WRITTEN BY IIM BANGALORE AND IIM TIRUCHIRAPPALLI FACULTY, WINS TOP HONOURS AT 2016 EFMD CASE WRITING COMPETITION

The awards ceremony will take place on the 7th of June in Berlin

23 May, 2017, Bengaluru: A two-part Tata Group case, co-authored by J. Ramachandran, Professor of Strategy, IIMB Chair of Excellence and Bain Fellow at Indian Institute of Management Bangalore, K S Manikandan, Associate Professor of Strategy, Indian Institute of Management Tiruchirappalli, and K Rajyalakshmi, formerly Research Associate at Indian Institute of Management Bangalore, has won the EMFD Case Wrinting Competition 2016. This year was a record for the number of entries received and the quality was exceptionally high. The Tata Group case won the award in the category ‘Indian Management Issues and Opportunities’.

The European Foundation for Management Development (EFMD) is an international not-for-profit association, based in Brussels, Belgium. It is Europe’s largest network association in the field of management development and it has over 800 member organizations from academia, business, public service and consultancy in close to 100 countries. EFMD provides a forum for networking in management development.

The awards ceremony will take place on the 7th of June in Berlin, Germany.

The first of the two-part case, titled ‘Ratan Tata Case’ focuses on Ratan Tata’s leadership of the Tata Group, from 1991 to 2012. Written by K S Manikandan, K Rajyalakshmi and J Ramachandran, this part of the case narrates the Tata Group history and traces the early years of the Tata Group, its management philosophy, the leadership years of its legendary chairman JRD Tata, the DRAMATIC transformation under Ratan Tata’s leadership and passing the baton to Cyrus Mistry as Chairman of the Group in late 2012.

The second part, titled the ‘Cyrus Mistry Years Case’, co-authored by K S Manikandan and J Ramachandran, describes Cyrus Mistry's leadership of the Group until it ended abruptly with his sudden removal as Chairman of Tata Sons on October 24, 2016, and the reinstatement of Ratan Tata as Interim Chairman.

“We are delighted with this recognition. Diversified business groups, which are widely prevalent in emerging economies, are an important organizational form as they defy received view that unrelated diversification is value destructive. This two-part case study based on an exemplar business group based in India, an emerging economy, is apt for MBA and Executive MBA courses on Corporate Strategy and Strategy in Emerging Markets,” said Prof. J Ramachandran.

For the last thirty years, EFMD has been organising its yearly case writing competition. With a wide selection of categories that focus on specific issues, as well as specific regions of the world, the aim of the EFMD case competition is to encourage and support the writing and creation of new and innovative case material.

2 PGPEM STUDENTS, FROM IIMB, WORK WITH AP GOVT. ON IPR FRAMEWORK TO STRENGTHEN ITS INNOVATION & START-UP POLICY

Mentored by Prof. A Damodaran, Anitha Botta and Jyothi Ganiger, from the PGPEM Class of 2016, are working on ways to safeguard innovators’ ideas, open up new revenue streams, create job opportunities and contribute to economic growth.

17 April 2017, Bengaluru: Two students from IIM Bangalore’s Post Graduate Programme in Enterprise Management (PGPEM) Class of 2016, Anitha Botta and Jyothi Ganiger, have begun a project with the Government of Andhra Pradesh in the area of IPR in order to further strengthen the existing Innovation and Start-up policy in the state of Andhra Pradesh.

As part of their course at IIM Bangalore, Anitha and Jyothi had made a detailed study of the existing AP Innovation & Start-up Policy 2014-2020. They then made a proposal to the Andhra Pradesh government, expressing their interest to work on the identified gaps in the existing policy such as connecting the existing AP Innovation & Start-up Policy to an IPR system, addressing funding of start-ups and entrepreneurs in particular at seed and early stages, and a roadmap for innovation.

Anitha and Jyothi went on to have a meeting with P. Pradyumna, IAS (2004), Joint Secretary to the Chief Minister of Andhra Pradesh, and K. Vijayanand, IAS, Joint Secretary for Information & Technology Electronics & Communication, Govt. of Andhra Pradesh, where they explained why it was necessary to address the identified gaps and how it could help the State and the innovation ecosystem.

They have now got cracking on a 4-month project on connecting the existing AP Innovation & Start-up Policy 2014-2020 with a new IPR framework, under the guidance of Professor A Damodaran, IPR Chair on IP Management (MHRD) at IIMB and faculty in the Economics & Social Sciences area.

“We were interested in Innovation and Intellectual Property Rights. We were aware that the Government of Andhra Pradesh is aggressive in promoting start-ups and innovation,” said Jyothi.

Anitha further explained, “We made a study of the current AP Innovation and Start-up Policy 2014-2020, and identified that Intellectual Property Rights were not being addressed fully. IPR not only safeguards innovators’ ideas, but also opens up new revenue streams, creates job opportunities and contributes to economic growth. National IPR policy alone will not suffice and it is important to have a solid IPR framework as part of every state innovation and start-up policy.”

Jyothi and Anitha submitted a proposal to include an IPR framework to the existing AP Innovation & Start-up Policy 2014-2020 that could enhance the destination advantage of AP state and support MSMEs to innovate and develop their IPs through the process of commercialization. “The proposal was appreciated, accepted and we are now working on the project. Our final report should be ready in four months,” added Anitha.

(L-R) Revathi, Founder, INSPIRE, Anuj Gupta, Sakshi Suppal and Nikhil Dhar, participants of the one-year fulltime Executive Post Graduate Programme in Management (EPGP) Batch IX, Prof. Sourav Mukherji, Dean of Academic Programmes and Prof. U Dinesh Kumar, Chairperson, EPGP, at the inauguration of Batch IX of EPGP on March 31, 2017.

IIMB WELCOMES 73 STUDENTS TO THE ONE-YEAR FULLTIME EXECUTIVE POST GRADUATE PROGRAMME IN MANAGEMENT (EPGP) ON MARCH 31, 2017

Photo Gallery: EPGP 2017-18 Inauguration

EPGP Chairperson U Dinesh Kumar welcomes students to EPGP 2017-18.

Dean of Academic Programmes Sourav Mukherji offers an overview of the programme and life at IIM Bangalore.

Mukundan Srinivasa, Managing Director, NetServ, delivers the inaugural address after the inauguration.

Revathi, Founder, INSPIRE, addresses the programme participants.

Prof. G. Raghuram, Director, IIM Bangalore, addresses the students of the incoming batch.

FPM STUDENT ANKITA DASH WINS BEST PAPER AWARD AT IIT KGP MANAGEMENT DOCTORAL COLLOQUIUM

The paper titled ‘To Be or Not To Be in Global Value Chains – Empirical Evidence from Indian Automotive Sector’ focuses on an examination of factors affecting participation of firms in India in automotive global value chains

06 MARCH 2017, Bengaluru: Ankita Dash, a student of the Fellow Programme in Management (FPM), the doctoral programme of Indian Institute of Management Bangalore (IIMB), has won the Best Paper Award for her paper titled ‘To Be or Not To Be in Global Value Chains – Empirical Evidence from Indian Automotive Sector’ at the IIT KGP Management Doctoral Colloquium, held recently. Professor Rupa Chanda, RBI Chair in Economics, IIMB, is Ankita Dash’s faculty mentor.

Ankita’s paper focuses on an examination of factors that affect participation of firms in India in Automotive Global Value Chains. It is based on the first chapter of her dissertation.

Congratulating Ankita on her achievement, Dr. Rejie George Pallathitta, Chairperson, Fellow Programme in Management, said: “Ankita’s intense preparation, dedication, focus and analysis on the subject has shown results. Her study can serve as a framework for further in-depth research on the topic.”

Abstract of paper: Global Value Chains (GVCs) are the latest paradigm in production and trade as businesses gain from comparative advantages offered by different geographies through international operations. Rising trade in intermediates has made GVCs central though India’s presence is yet not substantial. GVCs are still a nascent field of study, both in academia and in practice, and more so in developing countries like India where their impact is anticipated to be both significant and essential. The study, through a combination of in-depth discussions and a firm-level survey, aims to explore and understand the factors that either encourage or hinder participation of firms in India in the sectoral GVCs for two chosen sectors – automotive and electronics.

This paper presents the findings from the firms’ perspective as to which factors aid or deter them from participating in Automotive Global Value Chains. The gamut of broad factors covered under this study and analysed using PLS-SEM include institutional, regulatory, financial, trade-related, technological, sectoral and input-related elements; then further categorized into sub-factors. Apart from firm-level characteristics (like firm size, ownership type and location) having an effect on participation, other factors like inputs (vis-a-vis their availability, quality and cost), public institutions (in terms of their efficiency, transparency, etc.), and sectoral traits (like consolidation within the sector and importance of brands) were found to significantly influence participation in auto GVCs. While trade-related factors (tariff and non-tariff measures) have a positive bearing by encouraging participation, financial factors (especially credit, taxes and foreign exchange rates), technology (ease of access and transfer restrictions), market barriers (market entry costs, capital costs, gestation time of projects, etc. ) and product-related factors (like standards compliance, timely delivery) posed major challenges to participation. The study also ascertains the impact of the existing relevant laws for the automotive sector with the manufacturing policy, Motor Vehicles Act 1988 and state government incentives having the most positive impact and with labour laws having the most negative impact. In short, bringing out a comprehensive picture of the factors influencing participation of firms in India in the automotive global value chains has been attempted through this study.