A Vision For The Future: A Conversation With JAGSOM's New Director Venkatesh Sunkad

Yahoo

02-03-2025

Venkatesh Sunkad is the new director of JAGSOM
Jagdish Sheth School of Management (JAGSOM) in India has built a reputation for its progressive approach to business education. Now, under the leadership of Venkatesh Sunkad, the institution is set to take another step forward. With a strong background in technology, AI, and management, Sunkad brings a fresh perspective on how JAGSOM will prepare future leaders for an ever-changing world. In this interview with Poets&Quants Founder John A. Byrne, he shares his thoughts on the school's unique approach, the role of AI in business education, and how JAGSOM is evolving in a rapidly shifting landscape.
John A. Byrne: You've been in this role for about two months. What excites you most about leading JAGSOM?
Venkatesh Sunkad: It's been a fast-paced and exciting transition. I started in mid-December, so I've had about two months to get a feel for the institution. But JAGSOM isn't new to me—I've been connected to its sister institution, Vijaybhoomi University, so I already had a good sense of the vision and mission. What excites me most is the opportunity to shape business education in a way that blends technical skills with personal growth. We're not just training students in finance, marketing, or strategy; we're preparing them to be adaptable, socially conscious leaders who can thrive in any environment.
Byrne: What sets JAGSOM apart from other business schools in India and beyond?
Sunkad: We take a very holistic approach to management education. It's not just about learning core business subjects; it's about enhancing the personality of each student. We want them to graduate with a deep understanding of their industry, but also with the ability to think critically, communicate effectively, and work seamlessly in diverse teams. Our Personality Enhancement Program (PEP) is designed to build leadership and soft skills, while the Social Immersion Program (SIP) ensures students engage with real-world societal challenges.
Another key differentiator is our customizable learning experience. Students aren't locked into rigid tracks. They can mix and match disciplines based on their interests. For example, a marketing student might also study HR analytics, giving them a broader skill set that makes them more marketable.
Byrne: Technology and AI are disrupting nearly every industry. How is JAGSOM preparing students for this shift?
Sunkad: AI is changing the way we work, and we see it as a tool to enhance productivity and decision-making rather than something to fear. We're incorporating AI into nearly 80% of our courses by the end of this year—not to turn students into programmers, but to ensure they know how to leverage AI in finance, marketing, HR, and business strategy.
A big part of my role is integrating technology into management education in a meaningful way. We want our students to be comfortable using AI to analyze data, optimize processes, and even enhance their creativity. The key is teaching them how to use AI effectively without losing their human intuition and leadership skills.
Byrne: Some people view AI as just a tool, while others see it as a true collaborator. Where do you stand?
Sunkad: It depends on the context. In some cases, AI is just a tool—like in legal research, where it can scan thousands of cases to find relevant precedents. But in fields like medicine, AI works as a true collaborator, offering insights that complement human expertise.
The way we teach AI at JAGSOM is based on this idea: understand when AI is a tool and when it's a partner. For example, in HR analytics, AI can help recruiters shortlist candidates, but human judgment is still crucial for final hiring decisions.
Byrne: Empathy is often overlooked in business education. How do you develop this in your students?
Sunkad: Empathy is critical for leadership, and we cultivate it through experiential learning. Our Social Immersion Program sends students into real-world environments where they engage with communities they wouldn't typically interact with. One of my favorite examples is a project where our students tackled human-elephant conflicts in rural areas. Instead of resorting to traditional barriers, they came up with a sustainable solution—strategically placing honeycombs along village borders, as elephants naturally avoid bees. That's problem-solving with empathy.
We also have the Personality Enhancement Program (PEP), which tracks students' growth beyond academics. We measure not just technical proficiency, but also communication, teamwork, and emotional intelligence.
Byrne: What's your vision for JAGSOM in the short and long term?
Sunkad: In the short term, I want to integrate AI and emerging technologies into the curriculum so that students are future-ready. In the long term, I want JAGSOM to be known for producing leaders who are not just skilled, but adaptable and ethical.
The world is changing rapidly, and business schools need to train students for jobs that don't even exist yet. That means teaching them how to think across disciplines, embrace new technology, and lead with empathy.
Byrne: You spent 21 years in the U.S. before returning to India. Many academics stay in the U.S. and have created amazing successful careers, often going to the very top of their organizations. Why did you go back?
Sunkad: I left India in 1991, just before the country opened up economically. By 2012, I saw India going through another transformation, and I wanted to be part of it. India is a place of tremendous opportunity, and I knew my global experience could make a difference here.
Byrne: Many young professionals in India struggle with whether to study abroad or stay in India. What's your advice?
Sunkad: If you have the opportunity, studying abroad is a fantastic way to gain global exposure. But India today offers immense potential for applying what you learn. My advice? Go abroad, gain experience, but come back to make an impact.
Byrne: Did you enjoy your time in America?
Sunkad: Absolutely. I loved my time in America. I was single. I was 22-years-old and had just finished my undergrad. Whatever I learned I learned in America to be fair.
Byrne: That had to be daunting, to leave your families, your friends, and all that you know.
Sunkad: One of the things I love most about America is that it is a country which is so open to outsiders and that is something. I really hope it continues. I can never forget America. It was so open, especially in education. You know it's like a UN. You meet students from all over the world, not just from India. You know I have friends from China. I have friends from Poland because we became friends when we were students in university, and the friendships have continued.
Byrne: Sustainability and social impact are becoming major priorities for MBA students. How does JAGSOM address this?
Sunkad: Sustainability isn't just a talking point for us—it's a core part of our curriculum. Every course has a sustainability component, and we ensure that our students work on projects with measurable social impact. Since we are AACSB-accredited, we align with global best practices in responsible management education.
Byrne: What are the biggest challenges you see for JAGSOM?
Sunkad: Our biggest challenge is getting JAGSOM's name out there globally. We have a strong curriculum, great faculty, and a dynamic student body, but we need to expand our brand presence. We're working on strategic partnerships, alumni engagement, and thought leadership initiatives to elevate our reputation.
Byrne: When you look back five years from now, you probably will in part measure some of your success on the growth of the institution.
Sunkad: Absolutely. Obviously, we'll have to grow, and there's no question about it. But growth can be in multiple ways. Growth can be in students, programs, and degrees. One of the things we're looking into right now is a Phd program. We are trying to collaborate with multiple universities. So growth can be in multiple factors and multiple facets.
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