Latest news with #SPJIMR
India Today
25-07-2025
- Business
- India Today
Why India needs trained managers to bridge the skill gap in NGOs today
India's social sector has long been powered by grassroots passion and field expertise. But as the scale and complexity of societal challenges continue to grow from public health to climate resilience and livelihood generation there is an urgent need to professionalise development work with structured, long-term training in leadership and organisations in the development space are now expected to manage large funds, navigate multi-stakeholder environments, and deliver scalable impact. Yet, there remains a significant underinvestment in building managerial capacity to meet these expectations. Passion and purpose, while essential, are no longer sufficient to sustain high-impact initiatives in an increasingly complex Development Thinking With Management Tools Unlike corporate sectors, the development domain requires a unique application of management principles—one that respects the nuances of social realities while ensuring strategic planning, efficiency, and governance. While short-term certificate programmes have cropped up to fill learning gaps, they rarely offer the depth needed to transform field workers into system thinkers.'Social impact work now requires deep skills in finance, governance, strategic leadership, and technology,' said Professor Tanojkumar Meshram, Chairperson of the Post Graduate Programme in Development Management (PGPDM) at Bharatiya Vidya Bhavan's S. P. Jain Institute of Management and Research (SPJIMR). 'You can't lead an NGO or CSR unit at scale without the ability to plan, execute, and evaluate programs through a managerial lens. The need is to blend development ethos with management discipline.'FLEXIBLE, PRACTICE-ORIENTED LEARNING FOR WORKING PROFESSIONALSOne reason many professionals in the sector struggle to upskill is a lack of time. A 2024 report found that 90% of Indian professionals cite work and family commitments as barriers to learning. Programmes tailored for working professionals, especially modular, blended learning formats offer a viable over 12 months with both online and on-campus modules, development management programmes like PGPDM offer a pathway for practitioners to build leadership without leaving their jobs. This model ensures that learning is both academically rigorous and field-relevant, rooted in real-world assignments and cross-sector the Education-Employability GapA major disconnect in the social sector remains the gap between academic learning and workplace needs. Development challenges are deeply contextual, and solutions cannot be taught only in theory. That's why programmes that integrate immersive fieldwork, reflective practice, and cohort-based peer learning play a critical role in improving employability and sector readiness.'There's a lot of focus on short courses, but we also need long-term thinking,' said Professor Meshram. 'When professionals are equipped not just to implement but to design and scale solutions, we start seeing real transformation. It's not just about filling roles—it's about preparing leaders for a more equitable and sustainable world.'- EndsMust Watch
Business Standard
03-07-2025
- Business
- Business Standard
SPJIMR's PGDM Class of 2027 celebrates leadership, diversity, and purpose
PRNewswire Mumbai (Maharashtra) [India], July 3: Bhartiya Vidya Bhavan's S.P. Jain Institute of Management and Research (SPJIMR) welcomed the incoming cohort of its flagship Post Graduate Diploma in Management (PGDM) and Post Graduate Diploma in Management Business Management (PGDM (BM)) programmes at a vibrant inauguration ceremony held on campus. The ceremony marked the formal beginning of a two-year journey that promises rigorous learning, personal growth, and a commitment to societal impact. New cohort embarks on a transformative journey in management and leadership. Welcoming the cohort, Varun Nagaraj, Dean, SPJIMR set the tone for the next two years with a message grounded in purpose and community: "We honour the privilege of grooming you for your next two years to guide you to the destinations you want. And hopefully these destinations benefit not just you yourself but society at large." He offered a reflective yet humorous glimpse into SPJIMR's origins, recounting how the institute once operated above a chemistry lab, where the smell of hydrogen sulphide made sure students stayed attentive. His remarks drew laughter from the audience while underscoring the school's journey from modest beginnings in 1981 to earning the globally respected 'triple crown' of accreditations--EQUIS, AACSB, and AMBA. "This places us in very select company among schools within India, and globally, and reaffirms our commitment to academic excellence," he stated. Celebrating diversity and potential The Class of 2027 brings together a remarkable blend of talent from diverse domains, including banking and financial services, data analytics, engineering, IT consulting, marketing, and operations and supply chain. Participants with prior industry experience--comprising 85% of the cohort--represent over 220 companies including Accenture, Amazon, Asian Paints, Bain & Co, Bank of America, BPCL, Citigroup, Cognizant, Deloitte, EY, Gartner, HUL, HPCL, Infosys, Intel, Kotak Mahindra, KPMG, L & T, Maruti Suzuki, Novartis, PwC, Reliance, Shell India, TCS, Tata Motors, UCO Bank, Wipro, Yamaha, and ZS Associates, among others. The PGDM cohort comprises 63% men and 37% women, while the PGDM (BM) cohort includes 74% men and 26% women. Approximately 58% of the overall cohort have an engineering background. The remaining participants bring a diverse range of academic qualifications across arts, banking and finance, commerce, humanities, insurance, management, and the sciences--ensuring multidimensional thinking and innovative problem-solving. A fresh start and a learning mindset Renuka Kamath, Professor of Marketing and Associate Dean, Full-time Programmes invited participants to view their admission as a moment of renewal: "Look at this as a reset button for a new phase. Take risks; pursue what you've always wanted to. Learn the art of trade-offs." Highlighting the rich diversity of the new class, with participants from 24 states and 130+ cities across India, Prof. Kamath encouraged students to embrace the varied perspectives of their peers: "Develop the knack of setting your biases aside. Show tolerance and kindness to people who differ from you, who think differently than you." She concluded with a reminder about humility in learning: "Learn, unlearn, and relearn. Just because you witnessed something in your workplace or experienced something in your personal life doesn't mean the world operates that way." Tools for success Ashita Aggarwal, Professor of Marketing and Chair, PGDM and PGDM (BM) outlined the four 'Cs' that would serve as guiding principles: Clarity about personal strengths - "What do you bring to the table? What makes you different?" Courage to follow one's heart - "When you feel passionate about something, you invest all your efforts. Nothing seems impossible." Curiosity to learn and grow - "Maintain the humility to accept that someone even younger might know more." Contribution through everyday actions - "You might simply set the chairs back in place before you leave your classroom. Smaller actions create bigger differences." Her parting words resonated powerfully: "Character develops when nobody watches us." The ceremony also featured a skit on social media awareness by SPJIMR's Abhyudaya Sitaras, reinforcing the institute's belief in holistic education that combines academic rigour with social consciousness. The Class of 2027 reflects SPJIMR's commitment to nurture an inclusive learning environment to shape responsible leaders who combine capability with compassion and innovation with impact. About SPJIMR Bharatiya Vidya Bhavan's S.P. Jain Institute of Management and Research (SPJIMR) is a leading postgraduate management institute, recognised by the Financial Times MiM Global Rankings as India's #1 business school, by Business Today as one of the country's top five business schools, and by the Positive Impact Rating as one of the top five business schools worldwide for societal impact. Known for its innovative and socially conscious approach to management education, research, and community engagement, SPJIMR aims to influence managerial practice and promote the value-based growth of its students, alumni, organisations and their leaders, and society. SPJIMR holds the international 'triple crown' of accreditations from EQUIS, AACSB, and AMBA.
Economic Times
28-06-2025
- Business
- Economic Times
More non-engineering students breach B-school wall
India's leading business schools, once primarily the domain of engineering graduates, are on a drive to diversify their classrooms with an enhanced focus on non-engineers. This shift stems from the growing belief that not only the institutes, but also a rapidly changing corporate world requires varied perspectives and problem-solving abilities. ADVERTISEMENT In a first, non-engineers at 50.12%, outnumbered engineers for the 2025-27 batch at the Indian Institute of Management Ahmedabad. At IIM Kozhikode, 53% of the latest batch is non-engineers, while at IIM Lucknow, it is at 49.3%. Both SP Jain Institute of Management and Research (SPJIMR) in Mumbai, and Management Development Institute (MDI) Gurgaon have 42% non-engineers in the new batch. In comparison, till about a decade ago, non-engineers comprised only 10-15% of the class at IIMs. While efforts to balance the skew have been ongoing for a while now, through initiatives such as awarding extra 'diversity points', giving less weightage to the Common Admission Test (CAT) score, and focusing more on personal interviews, the momentum gathered pace in the last two-three IIM Ahmedabad, for instance, in the last three years, the share of non-engineers has risen from 33.5% to the current 50.12% Rai, director at IIM Indore, attributes this to the growing recognition among both academic institutions and recruiters that successful managers can emerge from a wide array of academic backgrounds. Business schools, he says, are placing greater emphasis on diverse thinking styles, strong communication abilities, and domain expertise from fields such as statistics, economics, humanities, commerce, design, and law. ADVERTISEMENT "Today, this shift is not only deliberate but also necessary. Modern business challenges are complex and multifaceted, demanding more than just quantitative prowess; they require interdisciplinary insight and varied perspectives," said Rai."The success of business education lies in academic diversity," noted Prof Jyotsna Bhatnagar, dean-graduate programmes, MDI, Gurgaon. "This not only makes it more relevant but also way more future-proof than what even the smartest AI is yet to replicate. A healthy mix of student portfolios helps in more meaningful conversations and better problem-solving abilities." ADVERTISEMENT "The rise of non-engineering students in our B-schools is a welcome shift," says Supratik Bhattacharyya - chief talent officer, RPG Group, which recruits from top IIMs, FMS, XLRI, SPJIMR and MDI, among others."Despite RPG being rooted deep in engineering and technology driven businesses, we strongly believe that diverse minds lead to better decisions, richer problem-solving, and more inclusive leadership," said Bhattacharyya. ADVERTISEMENT "We see immense value in bringing together talent from varied academic backgrounds, because real-world challenges demand as much analytical thinking as it does creative problem-solving, empathy and communication. Only a mix of perspectives can help us build more agile, innovative, and human centric organisations." At IIM Kozhikode, this holistic approach ensures a richer and more varied learning experience for all students, bringing diverse perspectives to classroom discussions, said admissions chairperson Ram Kumar PN. IIM Bangalore has 170 non-engineers (28%) in the flagship two-year MBA (PGP and PGPBA) - highest in the last four years, said Prof Mukta Kulkarni, dean of Academic Programmes. (You can now subscribe to our Economic Times WhatsApp channel)
Time of India
28-06-2025
- Business
- Time of India
More non-engineering students breach B-school wall
Live Events Interdisciplinary Insight a Must (You can now subscribe to our (You can now subscribe to our Economic Times WhatsApp channel India's leading business schools, once primarily the domain of engineering graduates, are on a drive to diversify their classrooms with an enhanced focus on non-engineers. This shift stems from the growing belief that not only the institutes, but also a rapidly changing corporate world requires varied perspectives and problem-solving a first, non-engineers at 50.12%, outnumbered engineers for the 2025-27 batch at the Indian Institute of Management Ahmedabad. At IIM Kozhikode, 53% of the latest batch is non-engineers, while at IIM Lucknow, it is at 49.3%. Both SP Jain Institute of Management and Research (SPJIMR) in Mumbai, and Management Development Institute (MDI) Gurgaon have 42% non-engineers in the new comparison, till about a decade ago, non-engineers comprised only 10-15% of the class at IIMs While efforts to balance the skew have been ongoing for a while now, through initiatives such as awarding extra 'diversity points', giving less weightage to the Common Admission Test (CAT) score, and focusing more on personal interviews, the momentum gathered pace in the last two-three IIM Ahmedabad, for instance, in the last three years, the share of non-engineers has risen from 33.5% to the current 50.12% Rai, director at IIM Indore, attributes this to the growing recognition among both academic institutions and recruiters that successful managers can emerge from a wide array of academic backgrounds. Business schools, he says, are placing greater emphasis on diverse thinking styles, strong communication abilities, and domain expertise from fields such as statistics, economics, humanities, commerce, design, and law."Today, this shift is not only deliberate but also necessary. Modern business challenges are complex and multifaceted, demanding more than just quantitative prowess; they require interdisciplinary insight and varied perspectives," said Rai."The success of business education lies in academic diversity," noted Prof Jyotsna Bhatnagar, dean-graduate programmes, MDI, Gurgaon. "This not only makes it more relevant but also way more future-proof than what even the smartest AI is yet to replicate. A healthy mix of student portfolios helps in more meaningful conversations and better problem-solving abilities.""The rise of non-engineering students in our B-schools is a welcome shift," says Supratik Bhattacharyya - chief talent officer, RPG Group, which recruits from top IIMs, FMS, XLRI, SPJIMR and MDI, among others."Despite RPG being rooted deep in engineering and technology driven businesses, we strongly believe that diverse minds lead to better decisions, richer problem-solving, and more inclusive leadership," said Bhattacharyya."We see immense value in bringing together talent from varied academic backgrounds, because real-world challenges demand as much analytical thinking as it does creative problem-solving, empathy and communication. Only a mix of perspectives can help us build more agile, innovative, and human centric organisations."At IIM Kozhikode, this holistic approach ensures a richer and more varied learning experience for all students, bringing diverse perspectives to classroom discussions, said admissions chairperson Ram Kumar PN. IIM Bangalore has 170 non-engineers (28%) in the flagship two-year MBA (PGP and PGPBA) - highest in the last four years, said Prof Mukta Kulkarni, dean of Academic Programmes.
Time of India
23-06-2025
- Business
- Time of India
How modular executive programmes are helping managers transition to leadership positions
You've put in the hours. You've delivered results. And now, you're increasingly being pulled into decisions that span multiple functions, including budgets, team strategy, cross-departmental collaboration, and innovation. This marks a new phase of your career, one that demands more than technical depth. It requires breadth. In today's dynamic business landscape, the ability to think beyond one's function has become the hallmark of leadership. Yet many professionals find themselves underprepared when asked to step into enterprise-level roles. Not because they lack capability, but because their growth so far has been vertical, not lateral. Leadership is not a linear reward for years of service. It's a mindset shift. Leaders are expected to see how various parts of the business fit together, understand interdependencies, and lead with both strategic clarity and empathy. This is where knowledge of cross-functional roles and the intricacies within can significantly enhance decision-making and team engagement. Hence, formal management education is no longer optional, but a prerequisite for professionals aiming to lead at an enterprise level. The learning gap few talk about Structured, cross-functional learning helps close this readiness gap. However, traditional full-time programmes are often not a feasible option for professionals managing both work and personal responsibilities. What's required is an approach that's flexible, immersive, and designed for on-the-job learning. This is where modular, application-driven formats come in. These formats provide working professionals with a way to develop general management capabilities without interrupting their careers. Instead of theory-heavy learning, they prioritise real-world application and integrate learning with current job roles. They typically feature a blend of on-campus sessions, exposure to core management areas, and assignments rooted in real-time challenges. More importantly, they bring together experienced professionals from diverse backgrounds, offering learning that goes beyond textbooks and faculty, and offers peer perspectives and applied problem-solving. A format that fits the lives of professionals One such programme is the Postgraduate Executive Management Programme (PGEMP) by SPJIMR , a Mumbai-based business school renowned for its practice-oriented learning. It follows a modular format, with nine-day contact sessions every quarter, allowing middle and senior managers to balance high-responsibility roles while upskilling. Among India's only four 'Triple Crown' accredited Business Schools (AMBA, AACSB, and EQUIS), SPJIMR is globally recognised for its academic excellence and real-world relevance. The Mumbai campus, strategically located in Andheri West, offers excellent accessibility for quarterly contact sessions. The curriculum, curated specifically for professionals in middle management roles, spans key business domains, including finance, strategy, operations, and marketing. The structure supports application-based learning through assignments, internal projects, and mentorship, ensuring that learning is not just retained but implemented. This balance of academic structure and on-the-job integration has made it a popular choice among professionals across sectors. Designed for participants with over five years' experience, PGEMP is the only programme of its kind in the country to have successfully onboarded over 100 batches. Turning experience into enterprise thinking Making the leap from functional expert to enterprise leader means more than taking on bigger tasks. It requires a broader lens, understanding how departments interact, how strategy informs execution, and how leadership is rooted in empathy as much as efficiency. Modular executive programmes like PGEMP offer a pathway for professionals to build this enterprise-level thinking without disrupting their current career trajectory. They serve not only as skill accelerators but also as mindset shifters, transforming professionals into leaders who think holistically and act strategically. Learning that integrates with work Designed for working professionals who can't afford a career break, the programme bridges the gap between functional expertise and enterprise-level thinking. It enables professionals to develop general management capabilities in a flexible and immersive way, without stepping away from their current roles. At the heart of PGEMP's appeal is its modular structure: nine-day campus contact sessions every quarter over 21 months. It's a format that fits seamlessly into the lives of middle and senior managers who are already juggling high-responsibility roles. The format also works well for companies supporting their high-performing employees with formal education. Participants not only gain exposure to all core areas of business, including finance, operations, marketing, and strategy, but also have the opportunity to delve deeper into a concentration of their choice. Besides building technical depth, PGEMP also focuses on developing softer skills related to leadership mindset, communication, negotiation, design thinking and critical thinking. Elements of technological advancements and sustainable practices are embedded throughout the programme. The programme has the rigour of an Executive MBA, delivered in a structure that prioritises real-world application. Unlike theory-heavy degrees that delay real-world application, PGEMP is designed to have an immediate impact. Application-based assignments, internal consultancy projects, and mentorship from company-nominated leaders ensure that learning flows back into the organisation in real-time. Participants have reported receiving implementation approval for 80% of the Capstone projects undertaken as part of PGEMP. This contextual customisation is why PGEMP is a preferred leadership development partner for top Indian and global companies, including BPCL, Mahindra & Mahindra, L&T, Medtronic India, Schneider Electric, Shapoorji Pallonji Group, Thermax, and Tata Consulting Engineers. A leadership pipeline that's already shaping industry Since 2002, over 3000 professionals from 300+ companies have graduated from PGEMP, with alumni now in CXO roles in listed companies across 25+ countries. Success stories like that of Shailesh Chandra, MD, Tata Motors Passenger Vehicles; Rana Ashutosh Kumar Singh, MD, State Bank of India; Deepak Shetty, CEO & MD, JCB India; Anshu Sarin, CEO, 91Springboard; Sukhmal Jain, Director (Marketing), BPCL and Ankur Saxena, CFO, Landmark Leisure, stand as testament to the transformation PGEMP offers. The bottom line Mid-career is not the time to pause. It's the time to pivot. If you're looking to transition from a domain expert to an enterprise-level leader, now is the time to act. SPJIMR's PGEMP offers the structure, mentorship, peer network, and credibility to make that leap, without hitting pause on your career.
