Monthly Archives: October 2015

The MBA Jargon-ry

jargon-strip

“Incomprehensible jargon is the hallmark of a profession”.

                                                                                               ~ Kingman Brewster

In the era in which we live, business jargons have become the invariable substitutes for concrete, genuine ideas. From the time you enter a business school to the time you exit through those hallowed gates, you are constantly submerged by waves of ambiguous jargons. These MBA buzzwords have become the quintessential mantra for survival in any business school.

In reality, these jargons are more of euphemisms, more often than not, masking our incompetencies and ineffectiveness. Here are the 10 most-used day-to-day MBA jargons, and the meanings they may actually seek to convey.

  • We need to focus on our core competency.

We do not have money to invest in other lines of business so let’s just stick to what we already have.

  • We offer the best value proposition.

  An ordinary product with ordinary uses, but whose utility is magnified with some help from Kotler.

  • What are the deliverables?

  A buzzword thrown in to make any case study sound more official and difficult.

  • We need to incentivize them.

People are simply not interest so let’s create a compelling situation by way of force.

  • It’s time to think outside the box.

 Our ideas are clichéd and we have nothing better to offer at the moment.

  • There is a need to increase profitability.

          A usual attempt to show that one is finance-oriented and can think beyond simple    sentences.

  • We believe in contributing meaningfully to the society.

We are forced to stick to the mandatory CSR norms, or else that money would still be in our business.

  • It’s about developing a go-to-market strategy.

I have the ideas but have no idea about how to implement the final plan.

  • The outcome will lead to potential synergies.

The company cannot grow on its own, but with your assistance even 1 + 1 can be greater than 2.

  • It’s all about maximizing shareholders’ value.

We adhere to the basic principle of ‘don’t mess with the people who provide your daily bread’.

By- Avantika Tikmany, PGP1