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Economic Times
3 days ago
- 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
3 days ago
- 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.
India Today
22-06-2025
- Business
- India Today
Dubai man slammed for offering unpaid project to top Indian B-school students
A Dubai-based professional's attempt to offer a 'live project' to MBA students was slammed online, and not without reason. Sahil Deshmukh, an Indian Institute of Management (IIM) Lucknow graduate and current Manager in the Global CEO's Office at Erba Mannheim, posted a call on LinkedIn inviting students from India's top business schools to work on a strategic project, without his post, Deshmukh specified he was looking for MBA students from institutes such as IIMs, FMS, SPJIMR, XLRI, and MDI for a remote project lasting 3–4 weeks. The catch? It comes with no stipend. 'Looking for MBA students from IIMs, FMS, SPJIMR, XLRI, MDI, or other top B-schools for a short-term live project,' he said. 'There's no pay, but it's a good opportunity to work closely with the leadership team on strategic initiatives,' Deshmukh wrote, adding that the role would suit someone seeking 'real-world exposure.'Take a look at the post here:In an update later, he said that the opportunity is closed as he has received 'more than enough response'. 'Closed. Have gotten more than enough responses. Will selectively reach out to relevant profiles/DMs. Thanks,' he said. advertisementThe response online was far from supportive. Professionals and students alike criticised the offer, calling it exploitative and tone-deaf, especially considering the rising cost of elite management education in India.'Let's put an end to the exploitation of unpaid internships. It's time we stop normalising this toxic work culture,' a user said, while another added, 'You want someone from a top B-school to work hard, add value, and walk away with nothing? That's not an opportunity, that's audacity.'One of the users said, 'Pay. It's not a difficult thing to do.'Several users pointed out that terms like 'contribute meaningfully' and 'work closely with leadership' often translate to full-time commitment, and without a stipend, it sends the wrong Deshmukh's offer may have been well-intentioned, but it soon turned into an example of what not to post in the name of Reel
The Hindu
30-05-2025
- Business
- The Hindu
SPJIMR PGPM admissions 2026 open for 18-month executive MBA programme
The Bharatiya Vidya Bhavan's S.P. Jain Institute of Management and Research (SPJIMR) has opened applications for the 2026 cohort of its Postgraduate Programme in Management (PGPM). The 18-month, AICTE-approved PGPM is designed for working professionals with at least three years of full-time work experience and strong domain knowledge, seeking to transition into general management roles. Also Read: Is an MBA still worth It? Evaluating ROI and future prospects in 2025 Programme highlights With a focus on General Management, PGPM offers majors in Operations and Supply Chain Management, Information Management and Analytics, Sales and Marketing, Finance, and Human Resource Management. It includes international immersion and exchange programmes with global business schools, including INSEAD (France) and Cornell University (USA), among others. Also Read: Why today's MBA course is outdated and what it should become Eligibility criteria Those applying should have a bachelor's degree with a minimum of 50% marks or an equivalent CGPA in any discipline from a recognised university. Candidates need a minimum of three years of full-time work experience at the time of programme commencement. Women applying under the RESTART Initiative must have at least two years of career break and three years of prior full-time work experience. Applicants must submit a valid GMAT or CAT score; GMAT scores will be accepted until September 30, 2025. Also Read:Choosing the right online MBA: Here's what some experts say Selection process Shortlisting will be profile-based, taking into consideration academic record, relevance of work experience, versatility, and achievements. Shortlisted candidates will be interviewed on a rolling basis. Aspirants are required to complete the application form through the online admissions portal.
