STUDENT EXPERIENCE
F or the longest time, an MBA was thought of as a passport to a high-powered corporate life, better opportunities and an astute showcase of one’s capabilities. But is this still true? Skill requirements have undergone significant disruption in recent years and there is often a glaring discrepancy between the perceptions of those in industry and academia with regards to new graduates’ career-readiness. The question of whether an MBA, in its current form, is sufficient certainly warrants consideration. In 2023, in the process of addressing this query, we laid the groundwork for a new competency‑based, personalised developmental framework that emphasises the importance of holistic development and empowers students to lead their own At the time, we were guided by the World Economic Forum’s Future of Jobs Report from that same year, which said that 44 per cent of workers’ skills would be disrupted in the next five years, necessitating continuous learning and adaptation. Adding to this, a 2023 Economic Times report revealed that only 53 per cent of graduates in India are employable for top non-technical jobs. Finally, a 2024 report from HirePro found that while 70 per cent of academic institutions transformation journeys. Bridging the gap
in India believe their graduates are well‑equipped for the corporate world from day one, only 16 per cent of corporations share this view. Taken together, these findings highlighted an inescapable fact – management education in India, at its core, had to change to meet the demands of industry and provide holistic value propositions. We wanted a process that would maximise student outcomes, go beyond the predominant lens for return on investment and help us fulfil the KJ Somaiya Institute of Management (KJSIM)’s purpose of enabling transformative journeys. The end result was the creation of the Parivartan programme (“ parivartan” translates from Hindi as “transformation”), a framework designed to enable students’ transformational journey and encourage them to take charge of their growth. Its overriding aim is to help students make judicious decisions in their choice of specialisation areas and career paths. It also seeks to develop habits, behaviours and a mindset of resilience that, collectively, facilitate constant learning and unlearning — a crucial skillset for any graduate. The framework is built on two key pillars: Nurturing Potential (NP) and the Student Progression Index (SPI) and is led by Nikhil Mahindroo and Seetha Pachchhapur, faculty members in the area of Organisational Behaviour and Human Resources. Identifying areas for development Every meaningful journey begins with self-awareness. NP is designed to help students recognise their innate capabilities and take responsibility for their development. Our first step was to look at competencies valued by progressive organisations and insights from leading thought leaders, such as McKinsey, Deloitte, NASSCOM and GMAC. This was then complemented by an internal exercise where experienced faculty independently identified relevant competencies across different sectors and roles. At the convergence of these perspectives, we were able to finalise a set of seven core competencies that would provide a common foundation for all students. These are: • Adhering to principles & values • Working with people • Presenting & communicating information • Analysing • Learning & researching • Delivering results & meeting customer needs • Adapting & responding to change
Business Impact • ISSUE 4 • 2026
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