STUDENT EXPERIENCE
• Industry trust: Two years after its inception, the Parivartan programme has achieved the backing of one of India’s leading public sector banks. The State Bank of India is currently sponsoring rewards for the top 25 performers on KJSIM’s Student Progression Index. Empowering transformation The Parivartan framework has helped the MBA at KJSIM evolve from a mere credential to a personalised, transformation journey owned by each student and enabled by the school’s ecosystem. Moreover, the initiative itself continues to develop with purpose and impact, from its introduction of the Parivartan Action Plan to the development of a dynamic portal offering real-time SPI updates, leaderboards and differentiated opportunities linked to student scores. The heart of the framework lies in its emphasis on self-awareness and taking ownership of your continuing development; something that can be leveraged beyond the MBA journey. In subsequent times of uncertainty or career pivots, graduates can lean back on this intervention to re-evaluate their skills and determine the best course of action to fulfil their aspirations. It also reinforces the need to learn and unlearn, as well as to evaluate contextual information critically at each turn and apply it to whatever challenges come their way. In this way, the programme has the potential to extend its impact beyond the individual. It enables alumni to catalyse transformation within their personal and professional spheres at the same time as they advance their journeys towards becoming value-based and purpose-driven leaders.
Measuring the impact The success of any framework rests on its impact and Parivartan’s effect on students, the institute and the broader university ecosystem is undeniable. This extends its effective integration into the programme experience and its positive impact on students’ progress, among other areas, as detailed below. • Integration: Competencies have been integrated across the entire student lifecycle, from the admissions process to industry-readiness, thereby creating a common language. • Engagement: Among the various SPI components, it is industry-led certifications and competitions that have reflected student autonomy and agency most strongly. During the last two cycles, participation among first-year students in certifications rose from 34 per cent to 73 per cent, while competition participation increased from 20 per cent to 77 per cent. • Placement readiness: Students with higher SPI scores have achieved better placement outcomes, including higher placement rates and salary benchmarks. This reflects the positive developmental impact of the framework over time. • Adoption: In the very first cycle, approximately 80 per cent of students successfully created their individual PAPs. • Curriculum enhancement: Based on insights from students’ competency assessments and recruiter feedback, we have been able to strengthen the curriculum. For example, we increased the focus on communication in a course taken by all first-year students and redesigned our half-credit course on people analytics as a full-credit, second-year course based on the specific needs of MBA students on the HR specialisation track.
Raman Ramachandran is the dean and director of the KJ Somaiya Institute of Management in Mumbai, India. His approach to academic leadership is shaped by more than three decades of corporate experience. This includes a 22‑year tenure at the German multinational chemicals firm BASF, where he held senior Asia Pacific roles, before serving as chairman and MD of BASF India. A certified executive coach, he holds a PhD in agriculture from the University of Adelaide
20 Business Impact • ISSUE 4 • 2026
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