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Narayana Murthy says he is using ChatGPT for his lectures, preparation time reduced from 30 hrs to 5 hrs

Narayana Murthy says he is using ChatGPT for his lectures, preparation time reduced from 30 hrs to 5 hrs

India Today5 hours ago

Infosys founder NR Narayana Murthy has shared that he now uses ChatGPT to prepare for his lectures and speeches. He says the AI tool has helped him save a lot of time, cutting down his preparation hours from around 30 to just five. Speaking to Moneycontrol, Murthy explained that earlier, he would spend nearly 25 to 30 hours preparing each lecture, as he focused a lot on building the right theme, structure, and message. But after his son, Rohan Murty, suggested he try using ChatGPT, things changed. "In a matter of five hours, I could improve the draft. In other words, I improved my own productivity by as much as five times," he said.advertisementMurthy believes this is a clear example of how AI can make people more productive rather than replace them. He has always maintained that AI should be seen as a support tool to make work easier and more efficient. He also pointed out that AI is only useful if people ask the right questions. Recalling his son's advice, Murthy said that it's important to define your needs clearly while using AI. Only then can the tool give helpful responses.Murthy further said Indian IT companies can take advantage of this technology to speed up tasks like coding, reduce mistakes, and solve more complex problems. With AI handling routine parts of the work, Murthy believes engineers and programmers can focus on smarter and more challenging tasks.
To explain his thoughts better, Murthy compared the current AI wave to how computers were first introduced into the banking sector in the UK during the 1970s. He said people were worried that computers would take away jobs, but the reality turned out to be different. As banks started using computers to complete tasks faster, workers got more free time, and the number of jobs actually increased over the years.advertisementHe feels something similar will happen with AI, where, instead of reducing opportunities, it could help people become better at defining tasks and solving bigger problems.Murthy shared his experience while launching a scholarship at IIM Ahmedabad, through his family's investment firm, Catamaran. The scholarship will support the top MBA student each year for 20 years. It will be funded through a mix of equity and fixed income investments and is designed to adjust with inflation.

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Fintechs should see agri, rural areas as new markets, not just social responsibility: FM Nirmala Sitharaman
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Indian Express

time22 minutes ago

  • Indian Express

Fintechs should see agri, rural areas as new markets, not just social responsibility: FM Nirmala Sitharaman

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G7 Summit: India, Canada re-engage, revive trade talks after 2 years

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The real challenges of foreign campuses
The real challenges of foreign campuses

The Hindu

time28 minutes ago

  • The Hindu

The real challenges of foreign campuses

There has been much debate in India about attracting foreign university branch campuses since the University Grants Commission (UGC) established regulations in 2023. A few have set up shop: two Australian universities — Deakin University and the University of Wollongong — in Gujarat's GIFT City, and the U.K.'s University of Southampton in Gurugram, near Delhi. The momentum has continued to grow in recent months. Last week, Letters of Intent (LOIs) were issued to five foreign institutions — the University of York, the University of Aberdeen, University of Western Australia, Illinois Institute of Technology, and Italy's Instituto Europeo di Design (IED) — to establish campuses in Mumbai. However, early indicators suggest that Deakin and Wollongong, which began classes last year, and the University of Southampton, which is going to welcome its first batch of students, may be moving too quickly. Admissions were announced often before essential details, such as information about the faculty and other key elements, were made publicly available. While this rapid pace may signal strong intent and enthusiasm, it also raises many concerns. Also read | Boom in foreign university branch campuses: Can they deliver quality education? Challenges to the branch idea Globally, transnational education is navigating an increasingly uncertain landscape. This may be one of the most difficult global environments for universities to establish branches. The country with the largest number of overseas university branches globally, the U.S., is in complete disarray due to attacks on higher education from the Donald Trump administration. The last thing on the minds of most American university leaders is foreign initiatives. Therefore, the Illinois Institute of Technology's decision to establish a campus in India should be seen as an exception. Even institutions willing to enter the Indian market will have to overcome numerous domestic challenges. A major issue is navigating India's highly competitive higher education landscape. Most of the institutions seeking to enter the Indian market are not top-tier schools in their own countries. In India, they risk being seen as just one among several 'elite' options available to students. These branch campuses follow a market-driven model, offering programmes in high-demand fields such as business, computer science, and data analytics. While this approach may be financially strategic, the narrow academic focus risks making them indistinguishable from India's better-performing private colleges and universities. Therefore, the real challenge is to establish a clear academic identity. Without this, they risk being perceived as little more than diploma mills, ultimately undermining the reputation of the very universities they represent. It is also relevant that most of the branches already established or planning to be established are not comprehensive universities with diverse offerings and research focus, but rather are small specialised schools. India already boasts renowned public institutions such as the Indian Institutes of Technology (IITs) and Indian Institutes of Management (IIMs), which are actively expanding their global engagement and research capabilities. Notable collaborations, such as IIT Delhi with the University of Queensland and IIT Bombay with Monash University, have set strong precedents for international research partnerships. Furthermore, a growing number of elite and semi-elite private universities in India now offer joint and double-degree programmes in collaboration with foreign institutions. In this dynamic environment, foreign branch campuses cannot rely solely on the strength of their brand. Myth of marketing A concerning trend among some international branch campuses already established in India is their disproportionate reliance on marketing strategies, often at the expense of academic investment. While marketing has its place, it cannot substitute for substance. Students and parents are increasingly discerning. They examine publicly available information on faculty credentials, curriculum design, industry relevance, and student support systems. Flashy campaigns without academic depth or meaningful student engagement will not build lasting trust. Another key problem lies in students' perception and the reality of campus life. Early observations suggest that most of these branch campuses operate out of vertical buildings, often renting space. While such structures may offer operational efficiency, they often lack the vibrancy, openness, and spatial identity characteristic of traditional Indian universities. 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However, if these ventures are rushed or poorly managed, they risk becoming cautionary tales — short-lived initiatives that erode trust, dilute brand value, and stall the broader momentum toward meaningful internationalisation. Philip G Altbach is professor emeritus and distinguished fellow, Center for International Higher Education, Boston College, United States. Eldho Mathews is programme officer (internationalisation) at the Kerala State Higher Education Council, India

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