At HRAI, we believe that the bridge between academia and industry is the foundation for building a future-ready workforce. By fostering collaboration between educational institutions and the corporate world, we can empower students with the skills, mindset, and resilience needed to thrive in a rapidly evolving workplace.
Welcome to this special edition of our Campus to Corporate Magazine a platform that brings together the insights of senior academic leaders to explore how education can meet industry demands
This edition celebrates the visionaries who are shaping the next generation of talent individuals who inspire innovation, embrace change, and cultivate learning that prepares students for the challenges of tomorrow
Their perspectives remind us that shaping future-ready talent is not just an academic exercise; it is a collective mission to transform aspirations into action and potential into impact
As you turn these pages, we hope you gain inspiration, insight, and optimism for a future where education and industry unite to create meaningful opportunities.
08
22
DR. ARVIND KUMAR DIRECTOR, PLACEMENT CELL; PROFESSOR & FORMER DEAN, JAWAHARLAL NEHRU UNIVERSITY
DR. NIRJA SHARMA CHIEF TALENT & SKILLS OFFICER MICA
14
32
DR. MALINI V. SHANKAR VICE-CHANCELLOR
INDIAN MARITIME UNIVERSITY
38
46
DR. S. JEELANI
PROFESSOR & DIRECTOR, CDVL, UNIVERSITY OF HYDERABAD (UOH)
DR. SAURABH BHATTACHARJEE
ASSOCIATE PROFESSOR OF LAW AND DEAN – ACADEMICS
NATIONAL LAW SCHOOL OF INDIA UNIVERSITY (NLSIU), BENGALURU
PROF. SNEHAL SHAH
64
PROFESSOR, ORGANISATION AND LEADERSHIP STUDIES
SP JAIN INSTITUTE OF MANAGEMENT AND RESEARCH (SPJIMR), MUMBAI
24
DR. RAMAN RAMACHANDRAN DIRECTOR & DEAN
K J SOMAIYA INSTITUTE OF MANAGEMENT, MUMBAI
PROF. SANTOSH KUMAR PATRA ASSOCIATE PROFESSOR, ASSOCIATE DEAN – ACADEMICS MICA
56
DR. SRINIVASAN R. IYENGAR PROFESSOR & FORMER DIRECTOR
JBIMS – JAMNALAL BAJAJ INSTITUTE OF MANAGEMENT STUDIES
72
PROF. V RAMGOPAL RAO VICE-CHANCELLOR, BITS PILANI
20
CENTRAL UNIVERSITY OF HARYANA (CUH) 44
DEPARTMENT OF BUSINESS ECONOMICS, UNIVERSITY OF DELHI
GTU - SCHOOL OF MANAGEMENT STUDIES 62
SYDENHAM INSTITUTE OF MANAGEMENT STUDIES, RESEARCH AND ENTREPRENEURSHIP EDUCATION
XLRI JAMSHEDPUR
THE NEW DNA OF EDUCATION
THE TECH-POWERED CAMPUS
(AI, ANALYTICS & IMMERSIVE LEARNING)
BEYOND PLACEMENTS: THE EMPLOYABILITY EVOLUTION
(WHY SKILLS ARE THE NEW CURRENCY)
EDUCATION WITH PURPOSE (FROM DEGREES TO DISCOVERY)
(SHAPING FUTURE-READY HUMANS)
THE POWER OF COLLABORATION (BRIDGING ACADEMIA AND INDUSTRY)
Te HR Association of India (HRAI), founded in 2020 is an esteemed non-profit organization that has been playing a pivotal role in shaping the HR landscape in India. Their primary focus is on exploring, discussing, and promoting the latest business scenarios, market trends, change management, and leadership in the HR industry. HRAI is dedicated to creating a community of professionals, learners, and mentors who share their insights and learn from each other to elevate the standard of HR practices in the country.
HRAI's success is attributed to its commitment to excellence and tireless efforts in facilitating interactions between HR professionals and subject matter experts. Through its initiatives such as panel discussions,
In addition to their educational initiatives, HRAI also recognizes organizations' best practices and individual contributions through awards and conferences These events celebrate the achievements of exceptional professionals and organizations that have made significant contributions to the HR industry in India. Over the years, HRAI has featured more than 1,000 experts and leading minds in the fields of HR, IT, Marketing, Finance, and more, making it a hub for learning and networking.
For HR professionals in India, HRAI offers unparalleled opportunities to connect with like-minded peers, learn from experts, and gain recognition for their hard work and achievements. By joining HRAI, HR professionals can stay updated on the latest trends, best practices, and strategies that can help them take their careers to the next level
HIGHLIGHTS:
HRAI, founded by Dr. Ankita Singh, drives industry initiatives and organizes prestigious awards for organizations, emerging leaders, and trailblazing women leaders. Notable participants include Blue Star Limited, Reliance Retail, Landmark Group, Oracle, Birlasoft, Vedanta and more.
Our commitment to excellence is reinforced through partnerships with the Great Managers Institute and top 100 great managers, who have taken masterclasses and featured in Forbes Magazine.
Elite leaders like Dr. TV Rao, Harjeet Khanduja, and Prasenjit Bhattacharya have graced our one-on-one talk shows, enhancing our members' knowledge base.
Our article initiative showcases thought-provoking articles by eminent leaders from organizations like BCCL, Bajaj Energy, TimesPro, Jio, Welspun Group, Great place to work and Accolite Digital.
The 23 Of 2023 Initiative recognizes exceptional leaders and entrepreneurs based on a predetermined theme. Featured leaders include those from Adani, Reliance, IBM, Infosys, KPMG, as well as notable celebrities.
DIRECTOR, PLACEMENT CELL, PROFESSOR & FORMER DEAN,
JAWAHARLAL NEHRU UNIVERSITY
Q: How do you see the role of academic institutions evolving in preparing students for the corporate world?
Academic institutions have shifted away from a model focused mainly on the dissemination of theory to an emphasis on employability, up gradation of skills and innovation With an ever changing environment of continuous disruptions, the need to reskill in combination with practical exposure and the capacity to work through difficult times is preferred by corporate.
Academic institutions should focus on the overall development of the students that involves a combination of technical skills, digital fluency, emotional intelligence and realworld corporate exposure Institutions being an integral part of this transition, from the classroom to the corporate boardroom, through experiences such as internships, apprenticeship, live projects, industry mentorship and workshops vetted by industry experts
Q: What are the major trends shaping higher education and employability today?
The higher education landscape is shifting from an emphasis on a degree for employment purposes to a focus on developing capabilities for life. The skills required for corporate today have been changing constantly due to innovations in the ecosystem so our institutions should be prepared to supplement these changes with appropriate learning environment to bridge the gap further.
Employers are placing due importance on academic excellence as well individual qualities such as adaptability, collaboration and emotional intelligence. Communication skills, problem-solving, leadership qualities, interpersonal skills and, empathy have arguably become as important competency in defining success in any profession.
Higher education institutions are preparing students appropriately with project-based learning, hybrid classrooms and partner links to industry that support learning together with practical experience One of the recent trends is that after completing one terminal degree, students are also acquiring another degree for better employability for example IIT graduates going for management courses in IIM’s
Q: From your perspective, what are the dos and don’ts for students transitioning from campus to corporate life?
Dos:
Be adaptable and eager to learn.
Communicate effectively and collaborate with teams.
Take ownership and demonstrate professional accountability
Focus on interpersonal skills
Don’ts:
Don’t carry a sense of entitlement into your first job
Don’t resist feedback; embrace it as a tool for growth.
Avoid complacency, the learning curve never ends
Don’t hesitate to ask for guidance
Q: What vision do you hold for your institution in terms of industry–academia collaboration?
We aspire to develop a living bridge that connects academia and the industry based on trust, curiosity, and a shared purpose.
There needs to be multiple MOU’s)with corporate and industry partners such as NHRD Network, CII, FICCI, DICCI, Assocham, PHD Chamber of Commerce in terms of industry academia collaboration. There’s also the need to have consistent coordination with corporate partners about the up gradation and design of the curriculum
Together we can equip students to step into their professional lives with confidence and compassion As I frequently remind my students, education is not about making a living; it is about making a difference
Q: What challenges do you see in aligning academic curriculum with corporate expectations?
The greatest hurdle in harmonizing academic curriculum with the needs of the corporate world is the rate of change. The idea of rigor is different in academia than in the corporate world as the insights from academic research are applied in the corporate world
The biggest hurdle in academia is that the curriculum needs to be set on a generic understanding of the subject and not for industry specific or sector Specific Corporation Though there are domain specific institutions as well such as Gati Shakti Vishwavidyalaya, Shri Vishwakarma Skill University, Shri Lal Bahadur Shastri National Sanskrit University, NLU’s etc
The lack of participation from corporate in academic/ institutional workshops may further broaden this gap.
The synergy can further be improved between educators and professionals by adopting dynamic academic structures, while also developing mentoring plans which will further enhance the quality of education altogether.
Q: What opportunities can colleges leverage to make their students more industry-ready?
Real life industry exposure through industry visits and engaging workshops with industry experts need to be leveraged Industry sponsored projects and competitions with real life problems can further enhance the capabilities of the students in institution that have a chance to work on real time data. Alumni connect needs to be an integral part of the academia industry interface across various sectors to make them industry ready.
Applied capabilities and an innovative approach are acquired through institutionally run collaborative research projects Incubators support, problem-solving, innovation and an entrepreneurial mindset which should be another avenue that can be leveraged by the institutions. Multiple opportunities for work experience, mentorship programs, and other such ongoing engagement with industry needs to be the new normal
Q: What are your expectations from corporate when it comes to engaging with campuses?
The need for increased engagement with corporate partners, through mentorship programs, workshops, and internships (summer and winter )/apprenticeships that would allow students to learn about the corporate environment, culture, expectations, and industry dynamics In addition to more conventional training, we also expect activities such as industry-led Hack-a-thons, Case study competitions, project-based collaboration, and mentoring to create outreach opportunities
Industry stalwarts can join as Professor of Practice on the relevant subjects
Recruiter feedback is a prominent influencer in the continuous development of curriculum and preparation training Ultimately, increased engagement will assist with the transition from campus to corporate life
Q: What are your expectations from students to succeed in the corporate world?
Our expectations from the students remain to be committed, diligent, be a global citizen when it comes to knowledge, and be prepared to work in diverse sectors of the corporate world In order to succeed in the corporate world, students must develop curiosity, discipline, and emotional intelligence. Technical skills and non-technical skills both matter significantly to employers. Employers want professionals who think critically, problem-solve, and communicate effectively A critical differentiator will be resilience, the ability to cope with change while managing
pressure, meeting deadlines and continuously learning from failures. Teamwork, having the highest ethical standards, and being a fast learner will also greatly help students succeed in a corporate setting bout making a living; it is about making a difference.
Q: How is your institution currently enabling students to bridge the gap between academics and industry requirements?
Our university is very actively bridging the gap between academia and industry. We engage in continuous skill development, including aptitude training, mock interviews and communication workshops while also including lectures on the importance of teamwork, leadership and collaboration. We also work closely with companies, allowing students realworld experience through live projects, internships and industrial visits Through consistent dialogue with industries and professional bodies which again contributes to bridging this gap Apart from these corporate initiatives, our university, and school like Atal Bihari Vajpayee School of Management and Entrepreneurship and Atal Incubation centre also nurturing budding entrepreneurs under the guidance of industry experts By combining academic learning with practical experience and soft skills, we provide an assured opportunity for students to transition confidently into the corporate world as competent professionals.
Q: In your view, how do academic institutions contribute to the larger national talent ecosystem and the future of India Inc.?
Academic institutions form the backbone of India's human capital, which shapes the talent that drives
this growth. There has been a significant increase in the number of India- based companies and unicorns and we remain committed to the goal of India becoming a developed nation full of unicorns by 2047
Our contribution to this eco system has been in the form of providing employable individuals to join the workforce as well as become pioneers and start their entrepreneurial journey hiring other people Therefore the institutions help forging the future of this country by equipping them with the right skills, adequate knowledge and the highest ethical standards
Q: Is there anything else you would like to add or share your views on, that has not been covered above?
The future of employability will depend on authentic collaboration among students, educators, industry leaders, and academic institutions. Institutions also have an obligation to prepare not only skilled professionals, but compassionate, ethical, and visionary global citizens who will lead with empathy, integrity and innovation Our goal is to prepare students not just for their first job, but to contribute to society, nation and the globe.
ABOUTTHEAUTHOR:
Professor (Dr). Arvind Kumar is a former dean at the Atal Bihari Vajpayee School of Management and Entrepreneurship (ABVSM&E) Jawaharlal Nehru University, New Delhi. He has more than 27 years of experience in academics and industry He is a certified entrepreneur educator from Stanford University, USA He earned his postgraduate and PhD in management HeistherecipientofaPostDoctoralFellowshipinUSA HehassupervisedseveralMPhil andPhD students He is a keen researcher, and his current research interests are CSR, Academia-Industry Interface Consumer Affairs, and Social Entrepreneurship. He has several research papers / articles published in national and international journals of repute. He has several books, monographs, and research projects to his credit. He has participated as anexpertinnational,internationalconferences,seminars, and workshops and has been part of various panel discussionsandalsochairedsessions
THE NEW DNA OF EDUCATION
Q: How do you see the role of academic institutions evolving in preparing students for the corporate world?
Academic institutions play a crucial role in shaping industry-ready graduates Beyond imparting theoretical knowledge, we must ensure that curricula remain aligned with evolving industry requirements and market trends Integrating case studies, live projects, and experiential learning allows students to apply classroom concepts to real-world challenges Engagement with industry experts through guest lectures, workshops, and mentorship sessions provides exposure to workplace expectations and emerging skill needs
Additionally, guiding students in résumé building, interview preparation, and securing internships ensures they transition confidently from campus to corporate life, equipped with the skills, mindset, and professionalism required to succeed.
Q: What are the major trends shaping higher education and employability today?
A significant trend in higher education is the integration of Artificial Intelligence (AI) skills alongside essential soft skills. As industries adopt AI-driven tools and processes, graduates must be comfortable with emerging technologies and data-driven decisionmaking. However, technical expertise alone is not enough Employers increasingly seek individuals who combine digital capabilities with strong communication, adaptability, critical thinking, and collaboration There is also a growing recognition that a degree alone does not guarantee employability. Institutions must focus on holistic skill development, experiential learning, and real-world exposure to prepare truly industry-ready graduates.
Q: From your perspective what arethe do and don’ts for the students transitioning from campus to corporate world?
In my view, students should remain humble and open to learning as they transition to corporate life Organizations value individuals who listen, adapt, and contribute meaningfully, regardless of academic achievements Students should approach every task with sincerity and ownership, recognizing that the organization invests in them for the value they bring Conversely, assuming that a degree alone guarantees success can be detrimental. By balancing confidence with curiosity, demonstrating respect, and committing to continuous learning, students can navigate this transition smoothly and make a lasting, positive impact in their workplace
Q: What vision do you hold for your institutions in terms of industry-academia collaborations?
Industry-academia collaboration is a cornerstone for the growth and relevance of academic institutions. In applied fields, students benefit from exposure not only through internships but also by engaging in problem-solving projects and consultancies with industry partners
INTERVIEW
These initiatives help students apply theoretical knowledge to real-world challenges while fostering innovation and critical thinking. Our vision is to build sustainable partnerships that go beyond placement-driven interactions
By co-creating projects, research opportunities, and training programs that address actual business needs, we ensure that students graduate with solid academic foundations, hands-on experience, and adaptability to thrive in a dynamic corporate landscape
Q: What opportunities colleges leverage to make their students more industry ready?
Colleges can enhance students’ industry readiness through multiple avenues Engaging professors of practice faculty with significant industry experience brings practical insights into the classroom Alumni outreach allows experienced graduates to mentor students, share industry trends, and guide career development
Organizing colloquiums, workshops, and collaborative forums with peer institutions and industry partners creates platforms for experiential learning, networking, and exposure to real business challenges. By leveraging these opportunities, colleges integrate practical learning, mentorship, and industry insights into their programs, equipping students with the knowledge, adaptability, and confidence required to thrive in the corporate world.
Q: What challenges do you see in aligning academic curriculum with corporate expectations?
One major challenge is the rapid pace of technological advancements and evolving management practices. From AI innovations to shifts in supply chain and digital marketing, the industry landscape is constantly changing Curriculum updates, however, often move more slowly due to regulatory processes and the need to maintain academic rigor, creating a gap between what students learn and what the industry requires. Addressing this requires agile curriculum frameworks, regular industry input, and continuous dialogue with corporate partners. Increasing faculty exposure to industry practices and encouraging collaborative projects further ensures students are equipped with relevant, up-to-date skills.
Q: What are your expectations from corporates when it comes to engaging with campuses?
While I cannot speak on behalf of corporates, it is clear that professionals often face significant time constraints due to demanding schedules. To facilitate engagement, campuses must design initiatives that are concise, meaningful, and well-structured Virtual sessions, focused workshops, guest lectures, and short-term mentorship programs can provide students with industry exposure while respecting professionals’ time.
Efficiently planned engagement opportunities maximize the value of corporate interaction, offering insights and practical learning for students while enabling busy industry experts to contribute effectively
Q: What are your expectations from students to succeed in the corporate world?
Students must cultivate a holistic blend of skills and attitudes to succeed in the corporate environment. They should be well-read, curious, and passionate about continuous learning, staying updated on developments in their chosen fields. Awareness of emerging trends, technologies, and best practices enables meaningful contributions from day one. Equally important is an all-round personality strong communication, adaptability, teamwork, and critical thinking are essential for navigating complex workplace challenges. By combining knowledge, learning agility, and personal growth, students can excel professionally, contribute effectively, and adapt to the evolving demands of their careers
Q: How is your institution currently enabling students to bridge the gap between academics and industry requirements?
At the Indian Maritime University, we actively work to bridge the gap between academic learning and industry needs We offer micro-credit courses in emerging areas, provide opportunities for dual degree programs, and encourage students to take courses on platforms such as SWAYAM and NPTEL. Beyond academics, students are encouraged to engage in research, intellectual pursuits, and extracurricular activities that foster creativity, leadership, and critical thinking This holistic approach ensures that graduates emerge not only as competent professionals equipped with industry-relevant skills but also as well-rounded, considerate individuals ready to contribute meaningfully to society and the workplace.
Q: In your view, how academic institutions contribute to the larger national talent eco system and future of India inc?
Academic institutions serve as the foundation of the national talent ecosystem by nurturing individuals who will drive innovation, productivity, and inclusive growth. By aligning education with emerging industry demands, institutions ensure that graduates possess not only technical competence but also the critical thinking, creativity, and ethical grounding necessary for sustainable progress.
When academia fosters interdisciplinary learning, research, and entrepreneurial mindsets, it helps build a workforce capable of solving complex societal and business challenges
Furthermore, collaborations between universities, industries, and government bodies enable the creation of knowledge networks that strengthen India’s competitiveness on the global stage
INTERVIEW
Through skill-based education, incubation programs, and industry-integrated initiatives, academic institutions are shaping the future of India Inc. one that thrives on agility, innovation, and social responsibility
Q: Is there anything else you would like to add?
Education, in its truest sense, extends beyond employability. It is about shaping responsible citizens who contribute to the growth of both organizations and society
As educators, our role is to inspire curiosity, resilience, and integrity in young minds qualities that sustain success in any domain. By fostering collaboration between academia and industry and emphasizing lifelong learning, we can ensure that every graduate becomes not just a skilled professional but also a thoughtful changemaker contributing to India’s growth story
ABOUT THE AUTHOR:
Dr. Malini V. Shankar, Vice-Chancellor of the Indian Maritime University, is a 1984batch IAS officer with over 35 years of distinguished service.
She has held key positions, including Director General Shipping at the rank of Secretary to the Government of India, and currently chairs the National Shipping Board while serving on the IL&FS Board.
A doctorate in Institutional Economics from IIT Madras, she also holds degrees from AIM Manila and Mount Holyoke College, USA A trailblazer in the maritime sector, she is the first Indian woman to receive the AAA Award from AIM, Manila.
CENTRAL UNIVERSITY OF HARYANA (CUH)
CUH is one of the fifteen new Central Universities established by the Ministry of Human Resource Development, Government of India, under the Central Universities Act, 2009 during the XI Five-Year Plan (2007–2012). The University is fully funded by the University Grants Commission (UGC) and operates from its permanent campus spread over 484 acres in Jant-Pali villages, Mahendragarh district, Haryana.
Accredited with an ‘A’ Grade by NAAC in 2023, CUH has been ranked among the top 150–200 universities in India under NIRF. Under the leadership of Vice Chancellor Prof. Tankeshwar Kumar and Registrar Prof. Suneel Kumar, the University presently offers 86 academic programs at UG, PG, and research levels. With a strong focus on research, innovation, skill development, and employability, CUH is committed to building a self-reliant and globally competitive India. Recently, CUH was honored with the FICCI Higher Education Excellence Award 2025 in the ‘Emerging University of the Year’ category.The Central University of Haryana (CUH) has made a remarkable debut in the Times Higher Education (THE) World University Rankings 2026, securing a position in the 1001–1200 global band and ranking 44th at the national level.
CENTRAL
INTERVIEW
Q: How do you see the role of academic institutions evolving in preparing students for the corporate world?
The role of academic institutions in preparing students for the corporate world has become more critical than ever because the workplace itself is changing so rapidly. Academic institutions must shift from delivering pure knowledge to orchestrating capabilities Since the corporate world is unpredictable, teaching how to learn is more valuable than teaching only fixed content. Encouraging curiosity, research orientation, and comfort with ambiguity ensures students remain agile Preparing students not just for jobs but also to create jobs through entrepreneurship cells, incubation centers, and innovation labs.
MICA has completely overhauled its curriculum design by incorporating industry inputs to stay relevant to evolving business needs. It is preparing students by combining applied labs, industry co-creation (live briefs, capstones), portfolio building, internships, and continuous micro-credentialing so graduates arrive with demonstrable projects, practical experience, and ethical judgement, not only theory. The practical exposure helps students apply theory to real-world contexts. Further the Industry interactions in form of Guest lectures, corporate mentoring, and case studies deepen applied understanding The curriculum at MICA, is integrating creativity, cultural intelligence, digital literacy, data orientation and AI fluency with core management fundamentals
Q: What are the major trends shaping higher education and employability today?
Higher education worldwide is undergoing a profound transformation The needs of the corporate world, rapid technological advances, and evolving student aspirations are reshaping the way institutions prepare learners for the future of work
What was once a linear path from campus to career is now a dynamic, lifelong journey Several key trends are defining this shift that are being practiced and implemented at MICA are:
From Degrees to Skills: Employers today increasingly value what graduates can do rather than what degree they hold. While academic credentials still matter, the focus has shifted to practical, demonstrable skills Micro-credentials, digital badges, and certifications in areas such as AI, design thinking, data analytics, and digital marketing are gaining traction. MICA has embedded these into the curricula to ensure students are trained to be “employable” and graduate “career-ready ” Employability is a core metric
Digital and Hybrid Learning: The pandemic accelerated the adoption of online education, and its legacy remains Blended learning models combining classroom teaching with online flexibility are becoming the norm. Universities are using simulations, virtual internships, MOOCs, and AI-driven adaptive platforms to enhance engagement and accessibility, making education more personalized and globally connected MICA has devoted efforts to building a very strong presence in its online programs.
Industry–Academia Convergence: The gap between theory and practice is narrowing MICA is increasingly co-creating programs with industry partners, ensuring that curriculum evolves alongside workplace demands. Interships, live projects, immersion programs and co-delivered courses bring corporate realities into the classroom MICA has redesigned its career services, mentoring programs, and alumni networks to support holistic professional growth.
The Rise of AI and Automation: Automation is changing the employment landscape by replacing routine tasks. This is driving demand for distinctly human skills critical thinking, creativity, ethical judgment, and leadership MICA has reworked its vision & mission to ensure that students are being
ASSOCIATE PROFESSOR, ASSOCIATE DEAN - ACADEMICS, MICA
prepared not just for the jobs of today, but for roles that don’t yet exist, equipping them with agility and resilience
Higher education is no longer about producing degreeholders it is about nurturing adaptable, ethical, and globally minded professionals. With widespread increasing AI augmentation of roles; demand for cross-disciplinary T-shaped skills; gig and creatoreconomy career paths; micro-credentials and stackable learning; employer expectations for demonstrable work (portfolios, simulations); remote/hybrid internships; and stronger industryacademia co-design for fast-changing skills is the need The future belongs to those institutions that evolve into ecosystems of continuous learning blending academic rigor, industry relevance, digital innovation, and human values.
Q: From your perspective, what are the dos and don'ts for students transitioning from campus to corporate life?
Transitioning from campus to corporate life requires a shift from freedom to responsibility. Success depends on professionalism, adaptability, ethical conduct, and the ability to continuously learn and collaborate Dos: (a) curate a demonstrable portfolio (projects + metrics); (b) practise professional communication and stakeholder storytelling; (c) embrace a learning mindsetcontinue micro-learning (AI tools, domain platforms); (d) show curiosity and adaptability; (e) maintain reliability and accountability in all tasks; (f) Build meaningful professional relationshipsnetwork effectively, seek mentorship, and foster collaborative relationships; (g) Exercise caution in digital presence: maintain professionalism on social media; avoid negative commentary about work or colleagues.
Don'ts: (a) treat campus classroom learning secondary to real-world experiences; (b) overspecialise too early without breadth; (c) neglect soft skills listening, collaboration and accountability matter; (d) expect onboarding to teach basics arrive prepared; (e) Do not exhibit or demand entitlement- always approach responsibilities with humility; recognize that learning and growth precede advancement; (f) Avoid casual attitudes toward deadlines, meetings, and workplace interactions; (g) neglect work-life balance.
Q: What vision do you hold for your institution in terms of industry-academia collaboration?
MICA is attempting to be a co-creation hub where industry, creators and faculty design curricula, live projects, and research agendas. The vision is “To establish MICA as a globally recognized thought leader and talent incubator by fostering deep, meaningful collaborations with industry that cocreate knowledge, drive innovation, and prepare graduates for the future of work.”
Strategic Pillars of our Vision:
Curriculum Co-Creation and Relevance: Collaborate with industry leaders to design programs that reflect current and future business needs
Introduce specialized tracks, certifications, and applied projects in emerging domains like AI in marketing, data-driven decision making, digital communication, and sustainability
Experiential Learning and Industry Exposure: Expand internships, live projects, and industry residencies across sectors. Enable students to work on real-world challenges, integrating theory with practice
Research and Thought Leadership: Partner with corporations on applied research, market insights, and innovation labs. Position MICA as a hub for actionable knowledge in marketing, communications, and business strategy
Mentorship and Talent Development: Establish structured mentorship programs
connecting students with senior industry professionals. Facilitate workshops, bootcamps, and masterclasses that develop both technical and leadership skills
Innovation, Entrepreneurship, and Incubation: Strengthen incubation centers to foster startups and entrepreneurial ventures Encourage industry-sponsored competitions, hackathons, and ideation labs to translate ideas into market-ready solutions.
Global Collaboration and Benchmarking: Build partnerships with international organizations and corporates for global exposure Benchmark MICA’s programs against leading global institutes to ensure international relevance and competitiveness.
Sustainable and Inclusive Collaboration: Embed ESG, diversity, equity, and inclusion principles into collaborative initiatives. Through our CDMC , we encourage projects that create social impact and responsible business practices
Q: What challenges do you see in aligning academic curriculum with corporate expectations?
The key challenge is a dynamic misalignment academic systems are designed for stability and depth, while corporate needs are fast-changing, practical, and context-specific. Some of the other challenges are:
-Diversity of Industry Expectations: Different sectors, companies, and roles require highly specialized skills. Designing a single curriculum that meets the varied demands of multiple industries is difficult
-Faculty and Resource Constraints: Faculty may have limited industry experience, making it challenging to bridge theory and practice. Access to live projects, labs, or corporate tools may be restricted due to cost or partnerships or confidentiality issues.
-Expectation Gaps: Misalignment of learning outcomes and workplace readiness can create dissatisfaction on both sides Corporates value communication, teamwork, adaptability, and workplace etiquette These “non-technical” competencies are difficult to teach, assess, and embed systematically in traditional curricula. Academics often focus on conceptual knowledge and frameworks, while corporates value practical problem-solving skills and immediate applicability So students expect academic programs to guarantee employability, while corporates expect graduates to “hit the ground running.” Limited exposure to real-world business challenges can leave students unprepared for workplace ambiguity.
-Measuring & evidencing competency: Exams and grades often reward rote learning rather than problem-solving, creativity, or critical thinking Corporate readiness requires measurable outcomes in applied knowledge and decision-making, which traditional evaluation systems may not capture. Bridging this gap requires ongoing collaboration, curriculum flexibility, applied learning, and a shared commitment from both academia and industry.
Q: What opportunities can colleges leverage to make their students more industry-ready?
Q: How is your institution currently enabling students to bridge the gap between academics and industry requirements?
Colleges today have a unique opportunity to bridge the gap between academia and industry by creating a more holistic, skill-oriented learning environment. Some of the initiatives taken by MICA to make our students more industry-ready are:
Co-Creation of Curriculum with Industry: We have partnered with corporates to design programs aligned with current and future business needs We have proactively introduced specialized tracks, certifications, and elective modules in emerging domains like
INTERVIEW
AI, data analytics, digital marketing, ESG, and design thinking We are building interdisciplinary labs that incorporate AI × storytelling × analytics .
Experiential Learning Opportunities: At MICA the focus has always been on mandatory internships, live capstone projects, and inviting industry practioners to teach. We have incorporated case studies, simulations, and problem-solving exercises that reflect real-world business challenges We regularly encourage field visits and immersion programs to operational and strategic functions in organizations. We run hackathons, innovation challenges, and industry-sponsored competitions to foster creativity and practical problem-solving We encourage students to work on live industry problems, contributing actionable insights while gaining hands-on experience Some of our much recognized initiatives are the AI and analytics labs, Rural Immersion and fieldwork, portfolio and storytelling courses, and an emphasis on assessment that includes employer and external expert review. Faculty-run incubators and creator-economy electives further connect students with market realities
Mentorship and Networking Programs: We try and connect our students with industry mentors for guidance, skill-building, and career advice We regularly facilitate alumniindustry engagement, guest lectures, and expert panels. Our Alumni play a very important role as mentors and placement partners and guide the students
Career Readiness and Placement Support: we provide structured career services, including resume building, interview preparation, aptitude assessments, and personality development programs The coaching on professional ethics, -workplace etiquette, and organizational expectations helps prepare the students to successfully face the interview and selection process.
Q: What are your expectations from corporates when it comes to engaging with campuses?
The main focus is on expecting corporates to help higher education Institutes like MICA to create immersive, hands-on, and forward-looking experiences where students can act, innovate, and solve like professionals even before entering the workforce. These could be well-scoped live projects and internships with meaningful mentorship; access to data and tools for student work, participation in curriculum advisory roles; joint evaluation of capstones; and support for faculty development (guest teaching, joint research) At MICA, we would like the corporates to provide us with opportunities like:
-Reverse Mentorship Program: Encourage our students to mentor industry professionals on digital trends, social media, emerging tech, and Gen Z consumer behavior This will help build confidence in students while giving corporates fresh perspectives.
-“Corporate Problem Sprint” Labs: Provide us with short, intensive 1–2 week labs where students tackle real industry challenges under corporate guidance These could be focused on speed, innovation, and out-of-the-box solutions mirroring startup agility within an academic setting. This will offer authentic exposure to workflows, decision-making, and organizational culture
-Simulated Corporate Ecosystems: This will help to create a simulated company or functional departments where students operate end-to-end (finance, strategy, IT marketing, operations, HR etc) The students can engage with real clients, NGOs, or startups to develop negotiation, communication, and leadership skills. This offers immediate feedback from “real-world stakeholders ” and the students will learn accountability, teamwork, deadlines, and crossfunctional integration in a safe but realistic environment.
INTERVIEW
-Co-Creation of IP & Research with Industry: Encourage students and faculty to develop solutions, insights, or prototypes jointly with companies which may even lead to patents or marketable innovations This will help bridge practical application, research, and entrepreneurship
-Future-Readiness Challenges: Host challenges on AI ethics, sustainability, circular economy, or digital transformation, requiring students to anticipate future trends This will encourage strategic foresight, critical thinking, and innovation mindset.
Q: What are your expectations from students to succeed in the corporate world?
What It Means
Value Creation Mindset
Learning How to Learn
Cross-Functional Thinking
Comfort with Ambiguity
Storytelling Ability
Digital & Data Fluency
Entrepreneurial Thinking
Network Intelligence
Purpose-Driven Orientation
Self-Awareness & Reflection
Success in the corporate world is no longer just about technical skills it’s about impact, adaptability, strategic thinking, and purpose. Students who cultivate these traits are better positioned to thrive, innovate, and lead Students must be proactive learners: build evidence (projects, measurable outcomes), learn to work in crossfunctional teams, be fluent with relevant tech tools (especially AI-assisted workflows), show ethical judgement, and commit to lifelong learning
They should also develop a public, curated presence (portfolio, channels) that signals capability. Some of the traits that students should imbibe and demonstrate are stated below:
Impact in the Workplace
Go beyond assigned tasks to identify opportunities and add measurable impact
Rapidly upskill, unlearn outdated methods, and stay ahead
Understand business holistically and connect departmental dots
Make informed decisions despite incomplete information
Present insights and ideas compellingly to influence stakeholders
Interpret data, generate insights, and understand business implications
Identify opportunities, innovate, and take initiative even within a defined role
Build and leverage professional relationships strategically
Align personal goals with organizational mission
Understand strengths, weaknesses, and growth areas
Drives business results and innovation
Ensures continuous relevance in dynamic environments
Enables better decision-making and problem-solving
Builds resilience and adaptability in uncertain situations
Enhances persuasion, alignment, and leadership presence
Supports evidence-based decisions and strategic thinking
Encourages proactivity and intrapreneurship
Facilitates collaboration, mentorship, and influence
Promotes engagement, motivation, and meaningful contribution
Drives continuous improvement and leadership development
Trait
Q: In your view, how do academic institutions contribute to the larger national talent ecosystem and future of India Inc.?
Institutions are talent architects: they provide domain-ready, ethically conscious leaders, seed innovation through applied research and start-ups, and distribute skills geographically via online modules and alumni networks
By embedding societal impact (rural immersion, inclusive design) and AI literacy, they help India scale quality talent for both domestic transformation and global roles
Q: Is there anything else you would like to add or share your views on, that has not been covered in the above questions?
Two practical priorities:
(a) make assessment and credentialing more transparent and competency-based (AoL mapping to employer rubrics);
(b) create a continuous faculty-industry exchange program so teaching stays current and research stays applied. For MICA, the unique leverage is combining creative craft + strategic management + AI We standardise pathways for the creator economy, brand strategy, and humancentred AI so students lead emergent markets.
Degrees can open the door, but it’s the adaptability, resilience, and integrity shaped in academic institutions that keep students relevant in the corporate world.
The corporate world doesn’t just need employees who know; it needs professionals who can learn, unlearn, and relearn and that’s the real mission of academia.
ABOUTTHEAUTHOR:
Dr. Nirja Sharma, Chief Talent & Skills Officer (CTSO) at MICA, brings over 36 years of diverse HR experience across industries including Finance, IT, Manufacturing, and Hospitality She has led HR functions at senior management levels in multinational, private, and public sector organizations. A specialist in strategic HR, performance management, and change leadership, Dr Sharma is deeply passionate about mentoring young talent and promoting sustainable CSR initiatives. Holding a Ph.D. from IIT Delhi, she hasalsotaughtHRandOBatreputedmanagement institutes and served on CII’s National Educational Council (2020–24) and WR HR & IR Council (2021–24)
ABOUTTHEAUTHOR:
Dr Santosh Kumar Patra brings over 19 years of experience in teaching, research, and academic administration. He has served at MICA, Ahmedabad, and IMT-Ghaziabad, and has been a Visiting Professor at IIM-Indore and other leading business schools He is an advisory board member at IMS Unison University and Times School of Media, Bennett University, and serves on various academic councils. A specialist in Media and Digital Sociology, Dr Patra holds an MA in Sociology from Utkal University, an MPhil in Political Sociology, and a PhD in Sociology (Digital Sociology) from Jawaharlal Nehru University,NewDelhi.
BEYOND PLACEMENTS: THE
EMPLOYABILITY EVOLUTION
Why Skills Are the New Currency
The definition of employability has expanded it’s no longer just about a job offer, but about career readiness and adaptability.
Recruiters now prioritize problem-solving, communication, and learning agility over rote expertise.
Institutes are embedding industry projects, live case studies, and mentorship programs into their curriculum.
Soft skills such as empathy, leadership, and teamwork are being treated as essential competencies.
Students with internship experience and digital exposure have significantly higher success in placements.
Continuous learning and self-upskilling have become the new expectation from both students and institutions.
Q: How do you see the role of academic institutions evolving in preparing students for the corporate world?
Academic institutions and the degrees they offered were a passport to the corporate world, which was based on textbook teaching that imparted knowledge It was left to the organisations and the graduates to unlearn and learn the skills and competencies required to succeed. Today, such an approach is redundant as knowledge is ubiquitous, and with the advent of Gen AI, answers to most questions are available in seconds So academic institutions should shift their focus on building capabilities such as critical thinking, adaptability, learning agility and other life skills in students
At KJSIM, we have responded to these changing needs with our purpose statement, enabling the transformation journey of individuals to become value-based and purpose-driven leaders who build a better world. This is a recognition that the beginning of any academic program has to be the start of a transformation journey and not the start of a transaction Our programs, curriculum and pedagogy are designed to live this purpose and include a significant experiential learning component, in collaboration with the industry and an emphasis on activities that build character and collaborative skills
Q: What are the major trends shaping higher education and employability today?
There are three skills that are shaping higher education and employability:
a) Integration of technology and AI in learning: Digital literacy is the table stake in higher education. The rapidly evolving Gen AI technology is an excellent tool that can increase the learning outcomes of students considerably if used wisely Higher education should prepare students to think critically while using these tools to understand data, ethics, the
corresponding regulatory framework and its consequent impact on organisations Employability, today and in future, will depend on the ability to work with intelligent systems.
b) Organizational designs will be based on skills and not job profiles, as in past. To cater to these future needs, higher education institutions should include micro-credentials and industry-led certifications as a part of the program and curriculum. At KJSIM, students are no longer evaluated only on marks in different subjects but on a comprehensive student progression index where industry-led certifications and micro-credentials have a significant weightage
c) Human-centered capabilities have become even more important Competencies such as collaboration, agility, adhering to values and principles, learning and researching, communication skills, and an attitude of meeting and exceeding expectations are what employers are looking for
These competencies were identified in Deloitte and McKinsey’s reports on building a future-ready workforce. At KJSIM, all students undergo psychometric tests where their strengths and developmental needs are assessed against these competencies The reports are shared with them at the beginning of our MBA programs to enable their transformation journey.
Q: From your perspective, what are the dos and don’ts for students transitioning from campus to corporate life?
Discipline, a respect for time and timelines, is nonnegotiable Demonstrating an attitude of going the extra mile to get things done, and the value and pursuit of excellence are key to early success in corporate life. Students transitioning from campus to corporate should also recognise that opportunities to stand out from the crowd are not frequent When given the opportunity, they should be prepared to seize it and create an impact Most students transitioning to corporate life are often daunted by office politics.
Being aware of it, not being a catalyst, but at the same time being assertive, are important characteristics that one would do well to develop Last and perhaps most important is to look at the early years in the corporate world as learning opportunities and not earning opportunities Staying with organisations to learn and create impact before moving on are qualities that will serve well in the long haul
Q: What vision do you hold for your institution in terms of industry–academia collaboration?
Our vision is to enrich management education and student learning outcomes through industry-academia collaboration. KJSIM is continuously engaging with the industry to meet the changing needs of employers in skills and competencies Our emphasis on experiential learning through the capstone and live projects, summer internships, master classes from industry experts and visiting lecturers from industry provides ample collaborative opportunities for both students and staff for collaboration. Our flagship Executive Education program is another platform that facilitates collaboration as industry participants upskill, while our faculty benefits from the practitioner’s perspective Perhaps our proudest accomplishment in industry-academia collaboration is the recent launch of the MBA Marketing Communications programme in partnership with Jio Creative Labs (link), where students spend three days in the classroom at KJSIM and two days at Jio Creative Labs. We believe this is a first-of-its-kind program, which is a powerful blend of classroom learning and industry immersion We are looking for similar partnerships with industry associations and companies to design educational programs that will graduate highly employable individuals.
Q: What challenges do you see in aligning academic curriculum with corporate expectations?
One of the key reasons behind this growing disconnect is an outdated and often irrelevant curriculum that fails to keep pace with the rapidly evolving business landscape There is also a lack of meaningful collaboration between academia and the industry, which is fuelled by misconceptions at both ends The industry sees academia as out of touch, while academia sees the industry as interested in commercial outcomes While internships are a usual avenue for collaboration, from my experience in the industry, they are often seen as free labour and assigned tasks that contribute little to the learning outcomes Conversely, students also see these internships as a checkbox to fulfil academic requirements. KJSIM is trying to address this issue with the help of Capstone projects, where students get a prolonged exposure to corporate settings for the duration of six months Additionally, we have a mandate that states that a certain percentage of classes be taught by either an industry expert or an alumnus.
Q: What are your expectations from corporate when it comes to engaging with campuses?
Corporations need to allocate resources for academic engagement initiatives. They can partner with academia for research, which will help facilitate mutual growth Compared to our international counterparts, these collaborations are rarely seen in the Indian context. Academic institutions can explore creative initiatives such as faculty sabbaticals in corporate settings and, conversely, having industry professionals as consultants and lecturers in academia The new NEP and UGC guidelines also have clauses for professors of practice that enable and facilitate such collaborations Further, each party has to be very clear about their expectations in terms of outcomes so we can work towards a fruitful collaboration.
Q: What are your expectations from students to succeed in the corporate world?
Students should approach their early days in a corporate environment as a crucial phase of learning rather than as an immediate test of competence. These initial experiences help them observe, adapt, and understand how their roles contribute to the larger organisational vision Aligning personal aspirations with organisational goals is essential, as growth becomes truly meaningful when individual ambition drives collective success. They must also recognise that collaboration, agility, and discipline are fundamental to thriving at work The ability to work well with diverse teams, respond to changing demands, and maintain consistency in performance often defines longterm success more than technical knowledge alone At the same time, corporate life is not always fast-paced or glamorous many tasks can be routine or mundane. What distinguishes promising professionals is their ability to innovate, bring fresh perspectives, and find smarter, more effective ways of accomplishing everyday responsibilities
Q: In your view, how do academic institutions contribute to the larger national talent ecosystem and future of India Inc.?
Academic institutions play a pivotal role in shaping the national talent ecosystem and, by extension, the future of India They serve as the bridge between knowledge creation and industry application, nurturing students with not just technical expertise but also critical thinking, problem-solving, and leadership skills By embedding industry-driven curricula, encouraging research, and fostering entrepreneurial mindsets, institutions ensure graduates are equipped to meet evolving market demands. In this way, academic institutions are not just educating individuals but actively powering India’s economic and global positioning
ABOUT THE AUTHOR
Dr. Raman Ramachandran retired as Chairman & Managing Director of BASF India Ltd (https://www india basf com/), Head of BASF group companies in South Asia and subsequently lead PI Industries Ltd (https://www.piindustries.com/) as its Managing Director and CEO During his stint of nearly three decades with global chemicals major (BASF), Raman held many positions of responsibility across Research, Regulatory, Marketing and Business leadership. He has global experience having worked for 11 years based in Singapore with Asia Pacific regional responsibilities He was a member of BASF’s Asia Pacific Business Board and Executive Management Team of Agricultural Products Division of BASF; Vice-President, Crop Life Asia and Chairman of Confederation of Indian Industries, Chemicals and Petrochemicals industry group He has a PhD from University of Adelaide, South Australia and subsequently pursued his research interests with International Organizations in Kenya, Philippines and at University of Wisconsin, Madison, USA Raman was Robert S McNamara Fellow of the Economic Development Institute of World Bank in the year 1990. He was awarded FICCI's Chemical and Petrochemical sector's "Lifetime Achievement Award for contribution to Agrochemical Industry” in November 2021
He is currently non-executive Chairman on board of Calibre Chemical Pvt Ltd (https://www.calibrechem.com/) and Independent Director of Proklean Technologies (https://proklean in/) and Godavari Biorefineries He is certified coach from Newfield Certified Executive Coach and Coaching Federation of India (CFI) and coaches several senior level executives in Corporate and non profit sector Raman is passionate about Management Education particularly in the context of helping practising managers to be successful by combining his years of corporate experience with academic experts at K J Somaiya Institute of Management. He plays competitive Table Tennis and is an amateur bird photographer
THE TECH-POWERED CAMPUS
AI, Analytics & Immersive Learning
Technology has transformed education from static classrooms to interactive learning ecosystems.
AI tools now personalize learning journeys based on individual progress and preferences.
Virtual labs and AR/VR modules offer hands-on experience without physical limitations.
Data analytics helps educators assess engagement and improve teaching outcomes.
Online learning platforms have made global classrooms accessible from anywhere.
The future campus will thrive on a balance between digital advancement and human connection.
Technology is not replacing teachers it’s enhancing their impact.
PROFESSOR & DIRECTOR, CDVL, UOH
- UNIVERSITY OF HYDERABAD
INTERVIEW
Q: How do you see the role of academic institutions evolving in preparing students for the corporate world?
Academic institutions today are catalysts for employable talent. Beyond traditional teaching, students need exposure to hands-on projects, internships, and lab-based exercises to understand real-world challenges. Integrating technical knowledge with critical thinking, communication, and collaboration equips graduates to contribute effectively from day one Faculty development programs, mentorship initiatives, and industry residencies strengthen teaching quality while ensuring alignment with corporate expectations. Structured experiential learning, coupled with portfolio-building and applied problem-solving, allows students to transition seamlessly into professional environments, fostering adaptability, innovation, and leadership
Q: What are the major trends shaping higher education and employability today?
"Employability today is about agility, adaptability, and continuous learning." Higher education is being reshaped by technology, globalization, and evolving industry demands Digital fluency, artificial intelligence, data analytics, and specialized sector skills are increasingly essential. Multidisciplinary programs, outcome-based learning, and continuous curriculum updates maintain relevance. Experiential learning through internships, live projects, and capstones ensures practical application of knowledge
Micro-credentials, stackable skill minors, and flexible credit systems allow acquisition of competencies tailored to industry requirements Soft skills, problem-solving, and cross-cultural collaboration complement technical expertise, preparing graduates to thrive in dynamic corporate environments.
Q: From your perspective what arethe do and don’ts for the students transitioning from campus to corporate world?
Students should embrace adaptability, curiosity, and practical learning Building portfolios, documenting projects, and engaging with mentors enhances readiness. Participation in internships, industry projects, and co-curricular activities provides realworld exposure. Overconfidence, procrastination, and expecting immediate perfection are pitfalls to avoid Combining knowledge with initiative, resilience, and responsibility ensures a smooth transition. Early engagement in industry-aligned projects helps students understand workplace dynamics, refine problem-solving skills, and develop professionalism key factors for long-term career growth
Q: What vision do you hold for your institutions in terms of industry-academia collaborations?
The vision is to create a roadmap where academic learning and employability go hand in hand. Strategic partnerships with industries facilitate co-created curricula, capstone projects, labs, and internships that expose students to real challenges. Faculty residencies and advisory boards help align programs with evolving market needs Flexible pathways, micro-credentials, and work-integrated learning prepare students for immediate contribution
INTERVIEW
The aim is to produce graduates who are employable, adaptable, and capable of leadership, ensuring institutions contribute meaningfully to the national talent ecosystem
Q: What challenges do you see in aligning academic curriculum with corporate expectations?
Challenges include constant upgradation of curriculum, slow revisions, and low interdisciplinary integration Many programs focus on theory over applied learning, creating a gap with industry needs. Faculty upskilling is often inconsistent, and research priorities can overshadow pedagogy
Technical skills alone are insufficient; collaboration, applied problem-solving, and human skills are essential Bridging this gap requires continuous curriculum review, industry co-created programs, embedded experiential learning, faculty residencies, and flexible credit systems to produce graduates who are immediately productive and adaptable
Q: What opportunities colleges leverage to make their students more industry ready?
Embedding live projects, internships, and capstone programs provides hands-on learning Co-created curricula define rolespecific competencies. Micro-credentials, flexible credit systems, and stackable skill programs allow specialized skill acquisition
Faculty development ensures teaching remains current, while portfolios and proofof-work demonstrate tangible outcomes. Interdisciplinary programs, mentorship, softskills studios, and career advisory services enhance readiness Engagement with startups,
MSMEs, and government frameworks scales experiential learning opportunities
Q: What are your expectations from corporates when it comes to engaging with campuses?
Corporate involvement should extend beyond recruitment drives to mentorship, curriculum co-creation, and live project sponsorship Advisory boards with industry leaders guide program updates and align skill requirements
Multi-year partnerships with clear deliverables such as internship-to-job conversions, role-aligned projects, and skill assessments strengthen collaboration. Faculty development programs and workshops ensure teaching reflects industry standards. Active corporate participation reduces skill gaps, builds a strong talent pipeline, and contributes to national workforce growth
Q: What are your expectations from students to succeed in the corporate world?
Students must be proactive, adaptable, and committed to continuous learning Building practical skills, portfolios, and proof-of-work validates competence.
Interdisciplinary knowledge, mentorship engagement, and receptiveness to feedback complement communication, collaboration, and problem-solving skills Combining these qualities ensures smooth professional transition and long-term career growth.
Early engagement in industry-aligned projects develops workplace understanding, while professionalism, responsibility, and continuous improvement reinforce success in dynamic corporate ecosystems.
Q: How is your institution currently enabling students to bridge the gap between academics and industry requirements?
Bridging the academic–industry gap involves work-based learning, live projects, and capstone courses Faculty externships, industry-led workshops, and portfolio-building exercises strengthen applied learning. Micro-credentials and skill badges validate competencies, while mandatory internships provide real-world exposure.
Advisory boards guide curriculum updates to align with industry needs. Soft-skills studios, communication labs, and mentorship programs prepare students for professional environments Flexible credit systems and interdisciplinary programs allow personalized pathways, ensuring graduates are ready for immediate contribution and equipped to navigate evolving workplace challenges.
Q: In your view, how academic institutions contribute to the larger national talent eco system and future of India inc?
"Institutions are key enablers of India’s talent and economic growth."
By producing skilled graduates, fostering research, and nurturing innovation, institutions strengthen national competitiveness Partnerships with industry, government, and startups facilitate targeted skill development
Pathways in emerging sectors and entrepreneurship support economic growth. With over 65% of India’s population under 35, leveraging young talent is critical. Aligning learning with industry needs produces graduates who are capable, versatile, and ready to lead in dynamic corporate environments, fueling India Inc.’s growth
Q: Is there anything else you would like to add?
Placement should be viewed as a system, not just a number. Programs in niche sectors such as paramedical, tourism, textiles, and alternative medicines can offer students admission and placement simultaneously. These initiatives increase employability, address industry skill gaps, and improve the national Gross Enrolment Ratio. Strategic collaboration between academia and industry provides structured pathways for talent development, meeting sector-specific workforce requirements effectively.
ABOUT HRAI:
Prof. Dr. S. Jeelani, M.Sc., Ph.D. (Pharma), is a distinguished academician and administrator with over 33 years of teaching, research, and leadership experience. He currently serves as Professor & Director, CDVL, University of Hyderabad He has held key positions including Registrar I/C and Controller of Examinations at MANUU, Regional Head at UGC, and was appointed Vice Chancellor of ICFAI University, Raipur
With 57 research publications, 10 books, and nine registered patents, he is a prolific scholar Recipient of multiple national and international awards, Prof. Jeelani is widely recognized for his contributions to higher education, research, and policy.
EDUCATION WITH PURPOSE
Shaping Future-Ready Humans
The future of education is rooted in purpose, empathy, and responsibility.
Students increasingly seek meaningful careers aligned with sustainability, ethics, and social good.
Institutions are integrating well-being, inclusion, and environmental awareness into academic programs.
Community engagement and social innovation projects are redefining student impact.
Success is no longer measured by placement numbers alone but by how graduates contribute to society.
The most progressive campuses will build leaders with conscience — not just credentials.
DEPARTMENT OF BUSINESS ECONOMICS, UNIVERSITY OF DELHI
In 1973, the Department of Business Economics, under the prestigious University of Delhi, pioneered a Masters Program in Business Economics called MBE, combining fundamentals of economic analysis with the practical aspects of business. Over the years, the Department has evolved into a mature management institute with national reputation, imparting high-quality education to the students. In the year 2015, the Department awarded the Industry with its new, robust and comprehensive course – MBA (Business Economics) with a new updated syllabus. Rising to the occasion again in 2019, the Department's flagship course MBA (Business Economics) became an integral part of The Department of Finance and Business Economics An eclectic and erudite group of faculty, researchers and professionals, with their vast pool of managerial expertise, gives the Department its distinctive edge and an exalted stature. In addition to its MBA programme, the Department also administers Ph.D. programme in varied business and economics research fields. In its illustrious history of 51 years, the Business Economics programme has held pride of place in training business leaders and academicians. Over the years, the Department has fostered strong alliances with corporate houses and consolidated its position as their preferred recruitment destination.
ASSOCIATE PROFESSOR OF LAW AND DEAN – ACADEMICS, NATIONAL LAW SCHOOL OF INDIA UNIVERSITY (NLSIU), BENGALURU
Q: How do you see the role of academic institutions evolving in preparing students for the corporate world?
Academic institutions are undergoing a fundamental transformation from traditional knowledge repositories to dynamic skill incubators that prepare students for the complexities of the corporate world This entails equipping students with the ability to critically on their feet and adapt to a fastchanging world with new emerging domains and technology.
More specifically, institutions have to movie beyond theoretical learning to experiential education through industry partnerships, live projects, and real-world problem-solving. National Law School has been ahead of the curve in India in this regard Experiential learning through clinical courses, simulation exercises and internships have been a part of the curriculum of the National Law School from its inception in late 1980s
Further, given the continuously evolving nature of law and emergence of new branches of law, one of the core values of the institution is to ensure that students are taught not just specific legal doctrines but also how to think like a lawyer and navigate new terrains with the help of first principles. We are also committed towards making our curriculum and pedagogic methods more agile and focused on developing both technical competencies and soft skills that define workplace success
Q: What are the major trends shaping higher education and employability today?
Several major trends are reshaping higher education and employability today, driven by rapid technological advancements and changing economic landscapes. The Fourth Industrial Revolution, driven by artificial intelligence and big data analytics is fundamentally reshaping the employment landscape.
As AI automates routine and repetitive tasks, the job market increasingly values uniquely, human capabilities such as critical thinking, creativity, emotional intelligence, and complex problemsolving
Higher education institutions are responding by integrating AI literacy into curricula and emphasizing skills that complement rather than compete with technology while also guarding against the spectre of de-skilling that AI-based textgenerative platforms can cause.
The COVID19 pandemic also catalysed the shift toward flexible learning modalities, with online and hybrid education becoming mainstream rather than alternative options.
This transformation has democratized access to quality education, enabling universities to serve global audiences while reducing geographical and financial barriers. National Law School has not bucked this trend and we have also moved towards expanding our hybrid programmes through professional and continuing education Such hybrid learning models allow for differentiated learning experiences, where students can engage with content at their own pace while maintaining essential social and networking opportunities that traditional campus life provides
Q: From your perspective, what are the dos and don'ts for students transitioning from campus to corporate life?
To thrive in today's professional landscape, graduates must develop a growth mindset and embrace continuous learning, as technology and business practices evolve at an unprecedented pace
Building strong communication skills, both written and verbal, forms the foundation of professional success and should be prioritised alongside technical expertise. Cultivating networking habits early and maintaining genuine professional relationships can create valuable opportunities for young professionals towards career advancement
Similarly, seeking mentorship opportunities allows new professionals to learn from experienced colleagues who can provide guidance and industry insights.
However, there are crucial pitfalls to avoid in early career development New graduates shouldn't expect immediate senior responsibilities but should instead respect the learning curve whilst demonstrating their commitment to growth
It is also essential not to neglect soft skills development in favour of focusing solely on technical competencies, as both are equally valuable in today's collaborative workplace One should also not hesitate to ask questions or seek clarification when uncertain, as this demonstrates engagement and a commitment to excellence rather than weakness
Q: What vision do you hold for your institution in terms of industry-academia collaboration?
Building upon National Law School's foundational legacy as India's first institution born from collaborative vision between the judiciary, bar, and academia, our vision encompasses strengthening this academic ecosystem where the legal profession and academia function as integrated partners in developing practice-ready legal professionals
This includes expanding clinical legal education, externships and internships, research centres cosponsored by law firms, corporate legal departments, and government, implementing curriculum that reflects evolving legal practice areas and emerging regulatory frameworks, and creating pathways for faculty-practitioner knowledge exchange through fellowship, visiting and adjunct faculty positions
The goal is to develop students who are not just bar-ready but practice-adaptive, capable of contributing meaningfully to legal teams from day one while understanding both
traditional legal principles and contemporary challenges like technology law, regulatory compliance, and cross-border transactions. This collaboration should extend beyond placement activities to include joint research on legal policy reform, collaborative development of legal technology solutions, and creating innovative approaches to access-to-justice challenges.
The ultimate vision is an institution that continues its pioneering tradition of judiciary-bar-academia collaboration, serving as both a talent pipeline for the legal profession and an innovation catalyst for legal practice. Just as National Law School's establishment revolutionized legal education in India through this tripartite partnership, our ongoing collaborations with the profession and industry ensures graduates enter practice with deep theoretical knowledge, practical skills, and an understanding of law as both a profession and a tool for empowerment
Q: What challenges do you see in aligning academic curriculum with corporate expectations?
The central disconnect lies in differing tempos and incentives: academic programmes operate on multiyear cycles focused on doctrinal depth and foundation, while corporate legal needs shift quickly and demand applied, interdisciplinary skills. Furthermore, industry expectations vary significantly across sectors and company sizes, making it difficult to create universally applicable programs The challenge of measuring and validating soft skills development also remains significant. That is why Universities must have more industry-taught electives, practical pedagogy, clinical work, simulations, and experiential learning
Q: What opportunities can colleges leverage to make their students more industry-ready?
Colleges can leverage several opportunities including implementing industry mentorship programs where professionals guide student projects and career development and creating flexible curriculum modules that can be updated regularly based on industry feedback In addition, strong alumni networks can be drawn on to provide real-world insights and opportunities through guest lectures, workshops, and site visits and creating internship programs that provide meaningful work experience rather than just exposure National Law School has made take several strides in establishing externship programmes in which our students are placed across major firms and law offices as part of their elective course work for an academic term Externships help students gain verifiable competencies and make them more practiceready, better at translating doctrine into client solutions, and more attractive to a range of employers
Q: What are your expectations from corporates when it comes to engaging with campuses?
Corporate partners must treat campus engagement as a strategic, long-term collaboration rather than a transactional recruitment exercise. Corporates should offer transparent hiring timelines, clear role descriptions, and realistic expectations about candidate profiles so that students and faculty can prepare meaningfully and align training with employer needs.
More than that, they must become active partners in education They ought to invest in sustained skill-building initiatives on campus: sector-specific workshops, accredited certification programmes, practicum-based modules co-designed with faculty, and hands-on training in legal technologies and compliance frameworks Practitioner-led clinics,
transactional labs, and case competitions supported by corporate experts translate doctrinal learning into commercial problem-solving
Finally, corporates should support research partnerships, sponsored clinics, and innovation initiatives that allow students and faculty to work on real regulatory and transactional problems Such investments deepen the school’s capacity to produce practice-ready graduates while generating practical insights for industry.
Q: What are your expectations from students to succeed in the corporate world?
Intellectual curiosity and a commitment to continuous learning throughout their careers are essential for succeeding in any profession. This must be married to critical thinking habits and sharp professional communication Students must also show initiative and an ownership mindset by volunteering for responsibility, tracking outcomes, and following through on deliverables.
As lawyers, a working knowledge of basic business concepts and commercial drivers is necessary to translate legal advice into value for employers and clients. Doctrinal mastery must be paired with practical skills: drafting clear client‑facing documents, preparing transaction memoranda, and conducting targeted legal research with commercial orientation
Q: How is your institution currently enabling students to bridge the gap between academics and industry requirements?
National Law School enables students to bridge the gap between academic training and industry requirements by combining rigorous doctrinal teaching with practical, practice oriented interventions The school aligns learning outcomes to professional competencies, integrates interdisciplinary perspectives, and creates sustained engagement channels with the legal profession. These measures aim to produce graduates who can translate legal theory into commercially relevant advice and accountable work products. The curriculum pairs core doctrinal modules with applied components such as transactional labs, capstone projects, and assessed clinics that carry credit Experiential learning through clinical courses, simulation exercises and internships have been a part of the curriculum of the National Law School from its inception in late 1980s Elective courses cover emerging topics such as data protection, fintech regulation, and compliance Assessment methods include simulations, supervised drafting assignments, and competency rubrics so that students are evaluated on demonstrable skills as well as doctrinal understanding
Students receive targeted support in professional skills including orientation to professional life, drafting clinics, oral advocacy courses, among others
Clinical programmes and legal aid clinics place students on supervised matters where they engage with real cases Transactional workshops and mock negotiation exercises simulate corporate workflows and decision points. Structured externships and internships also allow students to ger industry-ready.
The National Law School also maintains formal ties with law firms, in house legal teams,
regulatory bodies, and legal tech providers through externships, and visiting teaching arrangements, especially through its very robust alumni networks
Q: In your view, how do academic institutions contribute to the larger national talent ecosystem and the future of India Inc.?
Academic institutions serve as the primary talent factories for India's economic growth, producing skilled professionals across sectors from technology to manufacturing to services. They contribute to research and innovation that drives competitive advantage in global markets Academic institutions like the National Law School also play a crucial role in social mobility by providing opportunities for economic advancement regardless of background. Through research partnerships and technology transfer, they contribute to intellectual property development and technological sovereignty Institutions also preserve and develop cultural and linguistic diversity while preparing students for global opportunities, thereby maintaining India's unique position in the global talent marketplace
Q: Is there anything else you would like to add or share your views on, that has not been covered in the above questions?
The future of education lies in creating learning ecosystems that are responsive, inclusive, and globally relevant while maintaining local cultural values
We must address the digital divide that affects access to quality education and ensure that technological advancement benefits all segments of society. Mental health and well-being of students must also be integrated into institutional planning as work-life balance becomes increasingly important in corporate environments. Sustainability education must become central to all programs as environmental consciousness becomes a business imperative
Finally, institutions must prepare students not just for existing jobs but for creating new opportunities and addressing societal challenges through innovation and entrepreneurship. The goal is developing not just skilled professionals but responsible global citizens who can contribute positively to society
ABOUT HRAI:
Dr Saurabh Bhattacharjee is an Associate Professor of Law and Dean – Academics, LLM Chair, and Faculty in Charge of the HAL Defence PSU Chair in Business Laws He also serves as Co-Director of the Centre for Labour Studies His academic interests span Labour Law, Sports Law, Law and Impoverishment, Nuclear Law, and Refugee Law A gold medalist from NALSAR Hyderabad and a Grotius Fellow at the University of Michigan Law School, he has contributed extensively to academia through teaching, research, and policy consultation. Dr Bhattacharjee has also worked with The Other Media on human rights and corporate accountability initiatives
FEATURED INSTITUTE
GTU - SCHOOL OF MANAGEMENT STUDIES
Gujarat Technological University (GTU) established its Post Graduate Schools in 2017-18, marking a new chapter in advanced education and research. Among them, the GTU – School of Management Studies (GTUSMS) began with programs like the M.Phil. in Business Management and a Post Graduate Diploma in Digital Marketing. It brought together five PG research centres focusing on Global Business, Financial Services, Marketing Excellence, Governance Systems, and Business Ethics & CSR to strengthen interdisciplinary learning.
To promote internationalization, GTU-SMS also integrated the Indo-Canadian, IndoGerman, and Indo-East Asian Study Centres. In 2018-19, it introduced the AICTEapproved MBA in International Business, followed by the MBA in Innovation, Entrepreneurship, and Venture Development (IEV) in 2019-20 making it one of only four institutes in India, and the only one in Western India, to offer this unique program. Today, GTU-SMS hosts international students (including ICCR scholars), fosters joint research with European universities, and has expanded its reach by launching the MBA (IB) in online mode, continuing its mission of nurturing globally competent business leaders
DR.SRINIVASANR. IYENGAR
PROFESSOR & FORMER DIRECTOR, JBIMS
Q: How do you see the role of academic institutions evolving in preparing students for the corporate world?
In a globalized and competitive world, extracurricular activities and job-related knowledge (technical, non-technical, and soft skills) generate extra interest among recruiters.
Higher educational institutions play a significant role in students’ employability skills development and need to provide handson experiences on challenging, technological, and soft skills. Institutions also provide knowledge about critical thinking, digital skills, and global awareness, preparing students to adapt to changes in the job market and succeed in their career.
Q: What are the major trends shaping higher education and employability today?
Modern societies are becoming more multicultural and international, and the global work situation is changing dramatically Technology frequently impacts human experiences and behaviors. Due to the rise of globalization, the emphasis on employability in the educational system is increasing.
Employability skills enable individuals to adapt to a rapidly changing global market A country’s higher education system typically aims to increase people’s knowledge, develops attitudes, personalities, and values by empowering individuals in communication, problem-solving, and teamwork capabilities, allowing them to remain relevant for the job
Q: From your perspective what are the do and don’ts for the students transitioning from campus to corporate world?
Students moving from campus to corporate life should focus on professionalism, continuous learning, and adaptability They should build confidence in communication, teamwork, and problem-solving, while respecting organizational culture and values. Do take feedback constructively, be punctual, and demonstrate responsibility in every task. Don’t assume that academic success alone guarantees workplace success avoid overconfidence, resistance to change, or neglecting soft skills. Maintaining humility, openness to learning, and a proactive approach are essential for long-term growth
Q: What vision do you hold for your institutions in terms of industry-academia collaborations?
My vision is all academic Institutions should actively connect with industry stakeholders, facilitating students’ partnerships, internships, networking, and practical training. Moreover, Institutions’ career services, career counseling, job placement services, mentorship programs, research programs, and co-curricular activities play crucial roles in achievingSustainable Development Goal for Quality Education and preparing students for the job market.
Q: What challenges do you see in aligning academic curriculum with corporate expectations?
Outdated curriculum, inappropriate learning grounds, a poor budget, a lack of counseling, a shortage of university-industry collaboration and career services, that weakens student commitment.Expansion of education has also brought the graduates receiving lower employment in positions than their educational level, demotivating them from higher education. Besides, many students only concentrate on honing their academic talents, creating a knowledge vacuum in extracurricular activities, interpersonal skills, communication, training, and experience
Q: What opportunities colleges leverage to make their students more industry ready?
Colleges can leverage multiple opportunities by strengthening experiential and practical learning Industry internships, live projects, workshops, and industry certifications help students gain real-world exposure. Guest lectures, mentorship programs, and alumni interactions provide valuable insights into career pathways. Colleges can also establish incubation centers, encourage innovation and
entrepreneurship, and integrate emerging technologies into the curriculum By actively collaborating with industry partners and focusing on skill-based training such as digital competencies, leadership, and global awareness institutions can prepare students to seamlessly transition into the corporate world
Q: What are your expectations from corporates when it comes to engaging with campuses?
The development of industry-ready student talents has become a key priority to meet the evolving demands of the job market, innovative approaches are required to equip students with the necessary skills and competencies
Collaborations and partnerships between industries and businesses together can gain access to real-world experiences. This can create a win-win situation, leading to successful and mutually beneficial outcomes.
Q: What are your expectations from students to succeed in the corporate world?
The main skills demanded by future employers, including cooperation, professional skills, ICT skills, problemsolving, innovation, self-awareness and selfregulation.
Five soft skills that companies currently expect creativity, persuasion, teamwork, adaptability and time Management. These skill sets are valuable from a strategic foresight perspective: creativity, adaptability and team work are forward-looking, time management bridges strategic and operative landscapes, while persuasion supports execution
Q: How is your institution currently enabling students to bridge the gap between academics and industry requirements?
The persistent mismatch between higher education outputs and industry expectations has become a critical concern Higher education institutions have to update courses often in consultation with industry partners. Including required internships, real-world projects, and guest lectures by industry professionals helps to close the gap between theory and practice Strengthening Experiential Learning Opportunities, such as cooperative education programs, capstone projects, simulations, and case studies, should be mandatory components of degree programs to enhance practical exposure Digital literacy has emerged as a fundamental requirement across industries (World Economic Forum, 2020). Basic digital skills are no longer sufficient; employers demand competencies in data analytics, digital marketing, cybersecurity, and cloud computing
Q: In your view, how academic institutions contribute to the larger national talent eco system and future of India inc?
India is leading the world in finding solutions to global challenges by virtue of the talent and capability of its youth India's youth, today, is progressing towards becoming job provider rather than job seeker. India should become active stakeholders in country's journey on the path of 'Vikshit Bharat Indian higher educational institutions must go beyond traditional teaching methods and actively foster creativity and problem-solving among students By encouraging research, entrepreneurship, and collaboration with industry, these institutions can play a pivotal role in driving India's growth in science, technology, and knowledge-based sectors.
ABOUT THE AUTHOR:
Dr. Srini R. Iyengar, Professor & Former Director at Jamnalal Bajaj Institute of Management Studies (JBIMS), University of Mumbai, is a distinguished academic leader with over two decades of experience in teaching, research, and institution building. A PhD in Management from the University of Mumbai, he is acclaimed for his expertise in Strategic Management, International Business, and Consumer Dynamics. A prolific author of over a dozen textbooks with McGraw Hill, Macmillan, and Himalaya, he has also guided multiple PhD scholars Honored with the Rajiv Gandhi Award and several national accolades, Dr. Iyengar is a visionary educator, mentor, and thought leader.
SYDENHAM INSTITUTE OF MANAGEMENT STUDIES, RESEARCH AND ENTREPRENEURSHIP EDUCATION
SIMSREE, located in Mumbai, is a leading institute for management education. It offers the flagship MMS program and the newly launched MSc Finance course with multiple specializations. SIMSREE focuses on strong academics and practical, industry-oriented learning The institute promotes a student-driven culture and provides affordable quality education. Students gain exposure through workshops, industry interactions, and real-world projects. SIMSREE prepares them to succeed in dynamic business environments. Committed to developing ethical and capable professionals, the institute upholds its motto, “Samudyogo hi Vishvajita”, believing that diligent efforts lead to success.
Q: How do you see the role of academic institutions evolving in preparing students for the corporate world?
The world of work has changed dramatically over the past decade It seems a bygone era when we prepared students for structured decision-making and strategic frameworks that stood the test of time. Today, stability is gone. Agility and adaptability are the new currency of leadership success that academic institutions need to prepare students for
Interestingly, in sharp contrast to the notion of building a T-shaped competency focused on breadth of knowledge coupled with depth in one area, institutions are called upon to build a ‘V-shaped’ skillset for their students – depth in at least two areas that integrate to deliver value. Institutions have to come to grips with the harsh reality that India has over 800 million youth under 35, yet the Graduate Skills Index 2025 tells us only 43% of graduates are jobready. Reskilling, upskilling and redesigning the curriculum for employability continue to be a critical priority for educational institutions across the country
Q: What are the major trends shaping higher education and employability today?
Let’s reflect on the macro trends that act as drivers for higher education and employability today
A 2025 joint report published by People Matters and Acumen points to three broad areas – rising economic volatility, digital transformation and the changing nature of work and employee expectations
They, in turn, shape major trends in higher education and employability First, shifting skillset requirements due to technology disruption. While McKinsey estimates 70% of Indian jobs are at risk of automation by 2030, the World Economic Forum (WEF) predicts 92 million jobs will vanish or transform into something else. This means jobs aren’t disappearing; they’re shifting in a way that employability skills always remain a moving target Second, there is a career awareness gap in young adults
Recent data suggests that 93% of students between Classes 8 and 12 are aware of about seven careers, mostly doctor, engineer, and lawyer, when thousands of different pathways are available to them Finally, the digitisation of learning – anywhere and everywhere. While EdTech firms have democratised access, most platforms operate with a textbook curriculum and an evaluative mindset
In my view, the bottom line is that higher education needs to become skills-first, not ‘degree’-first. Degrees used to look good on a CV; now is the era of demonstrable skills and adaptability.
Q: From your perspective, what are the dos and don'ts for students transitioning from campus to corporate life?
Having interacted with thousands of students at different stages in their career journey, I provide the following guidance to the students making the transition from campus to corporate:
Continuous learning is the name of the game. Keep upskilling and be open to learning that is tangential to your core area of expertise
Seek out opportunities to step out of your comfort zone – develop a growth mindset to embrace new experiences and exposure. Ask for help. Demonstrate intellectual humility in doing so Mentors can help navigate culture and politics at work, which is as important as technical competence
My views on the don’ts:
Don’t rest on your success It is good to pat yourself on the back when you achieve milestones, but don’t let that become the hubris that feeds your ego. Plan as much as you can but then go with the flow AI is already automating 30% of tasks in many job profiles The students who thrive are those who adapt quickly and learn new tools with a positive mindset.
Q: What vision do you hold for your institution in terms of industry-academia collaboration?
In my view, it is the need of the hour to develop a deeper partnership between industry and academia for designing a relevant curriculum that caters to the challenges of the industry
At SPJIMR, our mission has long been to influence practice and promote value-based growth through teaching, research, and engagement with industry and society What we envision going forward is strengthening collaborations in a variety of ways:
Actively engaging with different stakeholders to add value through our Centres of Practice (CoP), such as the Wise Innovation Studio for Emerging Technologies (WISE Tech), Centre for Family Business & Entrepreneurship (CFBE), Centre for Impact in Sustainable Development (CISD), and the Centre for Wisdom in Leadership (CWIL). Inviting guest speakers from the industry and the social sector to expose students to the practical challenges of the real world, potential solutions and likely consequences of their actions and inactions. Engaging with corporates and industry leaders to enhance thought leadership through co-creating case studies that are relevant and impactful inside and outside the classroom.
Another core part of our vision is ‘wise innovation’ where innovation is purposeful, ethical, and socially sensitive, balancing profit with people and planet. We believe the future of management education lies in creating leaders who are technically competent and socially aware.
Q: What challenges do you see in aligning academic curriculum with corporate expectations?
I see the biggest challenge as the mismatch of the ‘time dimension’ Industry may require faster turnaround times in writing and publishing case studies, delivering on projects and updating knowledge in the curriculum. While SPJIMR is known for its quick response time and keeping up to speed with changes in the academic curricula, academia has its own rhythm of defining, studying, data collecting, analysing, and publishing cycles. Such a cycle time may not align with speed-orientated industry expectations Second, access to data, mainly proprietary in nature, that can be converted to academic outputs There is a felt need for greater interdependencies and for building mutual trust between industry and academia
Q: What opportunities can colleges leverage to make their students more industry-ready?
First, meaningful internships FICCI–EY reports show students with work-integrated learning have 30–40% higher employability scores. Second, career awareness early in students’ educational journeys – it needs to start from schools and undergraduate colleges. Current data shows that only 7% of students receive formal career counselling Third, effective collaboration between EdTech and higher secondary institutions to provide realworld skill certifications. Fourth, multidisciplinary learning aligned with NEP 2020 so that engineers learn management and liberal arts and managers understand technology.
And lastly, fostering soft skills as the fundamental skills required for employability
At SPJIMR, we have implemented such initiatives through experiential pedagogy to make our participants future-ready with the right knowledge, skills and attitudes. .
Q: What are your expectations from corporates when it comes to engaging with campuses?
From corporates, we would like them to be more than our recruitment partners They can join hands with us throughout the student journey to co-create curriculum, teach alongside us, offer meaningful internships and help enrich the industry-academic connection. For example, SPJIMR runs immersive programmes such as Abhyudaya and Development of Corporate Citizenship (DoCC), where students work with communities and social enterprises, and corporates can add tremendous value by mentoring, offering live projects, and codesigning case studies
Data supports this: FICCI–EY reports show students exposed to live corporate projects have a 35% higher employability index Corporates can share with us their future skill needs whether in AI, sustainability, or digital transformation so academia can prepare in advance Finally, companies should view campuses not just as talent pools but as idea partners Co-creating research, innovation labs, and sustainability projects is where real impact lies.
Q: What are your expectations for students to succeed in the corporate world?
I have one simple message for them – be humble but have the self-confidence to conquer the world And do it in a way that makes the world a better place To follow this path, having the right mindset is crucial I would like to spotlight certain features of this mindset –stay curious, stay adaptable.
Second, develop soft skills: communication, teamwork, and empathy
In FICCI’s employer surveys, these consistently rank above technical skills in hiring priorities.
Third, demonstrate integrity and value-based decision-making, something SPJIMR emphasizes through our non-classroom learning initiatives. And lastly, embrace change with AI automating up to 30% of tasks in many, agility is a must. Students who balance humility to learn with confidence to contribute thrive and prosper
Q: How is your institution currently enabling students to bridge the gap between academics and industry requirements?
At SPJIMR, we believe in our mission of influencing practice through value-based growth. In action, it means the following – we have consciously built bridges between classroom theory and corporate practice
For example, our Global Fast Track (GFT) takes students to leading international schools in the US and Europe for exposure to cutting-edge research Our summer internships are industrylinked and designed to immerse students in live projects before they return to campus for deeper reflection.
On campus, initiatives such as Abhyudaya (mentoring underprivileged children) and DoCC (working with NGOs) develop empathy, resilience, and real-world problem-solving.
Beyond that, our Centres of Practice whether in family business, sustainability, or technology directly involve industry partners in curriculum and research.
The result is that SPJIMR graduates consistently do well in employability indices We see ourselves not just as educators but as co-creators of talent with industry.
Q: In your view, how do academic institutions contribute to the larger national talent ecosystem and future of India Inc.?
From corporates, we would like them to be more than our recruitment partners. They can join hands with us throughout the student journey to co-create curriculum, teach alongside us, offer meaningful internships and help enrich the industry-academic connection.
For example, SPJIMR runs immersive programmes such as Abhyudaya and Development of Corporate Citizenship (DoCC), where students work with communities and social enterprises, and corporates can add tremendous value by mentoring, offering live projects, and codesigning case studies
Data supports this: FICCI–EY reports show students exposed to live corporate projects have a 35% higher employability index. Corporates can share with us their future skill needs whether in AI, sustainability, or digital transformation so academia can prepare in advance Finally, companies should view campuses not just as talent pools but as idea partners. Co-creating research, innovation labs, and sustainability projects is where real impact lies
Q: Is there anything else you would like to add or share your views on that has not been covered in the above questions?
I would only add this: Our role as educators is to expand horizons, to prepare young people not for the jobs of yesterday but the careers of tomorrow. Let us – industry, academia, social enterprises, the EdTech ecosystem and all the allied partners –work together to develop leaders who are ethical, empathetic, and grounded as they solve hard and difficult problems of the world. At SPJIMR, we call this balance ‘wise innovation’ innovation with purpose, sensitivity, and values.
If we can nurture that blend of competence and conscience, then I believe India will not only meet its corporate talent needs but also build the kind of leadership the world looks up to.
About Author
Snehal Shah is a Professor of Organisation and Leadership Studies at S P Jain Institute of Management & Research (SPJIMR)
She holds a Ph.D. from the Heinz College of Information Systems & Public Policy, Carnegie Mellon University She has 24 years of diverse experience in academia, industry, coaching, and consulting in the US and India. Her research has been published in renowned FT-50 and international journals such as JOB, JAP, JMIS, DSS and others
Her industry experience covers various topics such as HR Strategy & Analytics, Senior Leader Talent Assessment through Coaching, Leadership Development, Talent Management & Succession Planning Her scholarly work has been recognised at domestic and international conferences.
In her senior academic advisor capacity and executive roles, she is on the Dean’s Advisory Council at Heinz College, Carnegie Mellon University, the National Human Resource Development Network (NHRDN), and on various curriculum boards of studies.
Snehal’s research interests include Diversity & Inclusion, Eastern Wisdom Traditions, Leadership Development, and Behavioural Theories as a lens to explore the intersection of technology and society
XLRI JAMSHEDPUR
PROF.V RAMGOPALRAO
VICE-CHANCELLOR, BITS
PILANI
Q: How do you see the role of academic institutions evolving in preparing students for the corporate world?
Academic institutions must go beyond imparting knowledge. The real task is to build problem solvers who can think critically, work in teams, and apply their learning in real-world contexts.
With technology disrupting every sector, the ability to adapt and learn continuously becomes more valuable than static knowledge At BITS Pilani, for example, we emphasize experiential learning through Practice School, undergraduate research, and startup pathways
This gives students the confidence to translate classroom theories into practical outcomes Institutions must also instill values of ethics and empathy so that graduates do not just become employees, but responsible professionals capable of shaping society
Q: What are the major trends shaping higher education and employability today?
Three trends stand out. First, technology is redefining both how we teach and what we teach. Generative AI, data sciences, and intelligent systems are becoming foundational Second, employability is increasingly tied to lifelong learning Careers will span multiple domains, so reskilling will be a necessity Third, industry is looking for people with interdisciplinary exposure, engineers who understand management or managers who appreciate technology. Institutions that blur disciplinary boundaries and embed flexibility into their programs will remain relevant. Those that do not will risk producing graduates unsuited for the jobs of tomorrow.
Q: From your perspective what arethe do and don’ts for the students transitioning from campus to corporate world?
Do approach your first job with humility and a learner’s mindset. Your degree is only the beginning, not the end of your education Take responsibility, meet deadlines, and respect team dynamics. Soft skills are often more visible than technical skills in your early years Do not assume that grades or pedigree alone will guarantee success. The workplace rewards initiative, adaptability, and perseverance And never shy away from asking questions. Every leader I have interacted with values curiosity and problemsolving far more than rote knowledge
Q: What vision do you hold for your institutions in terms of industry-academia collaborations?
My vision is to create a seamless ecosystem where industry and academia co-create solutions. This means not limiting engagement to internships or placements but building joint research, co-funded PhD programs, industrymentored courses, and startup incubation At BITS Pilani, we already have corporatesponsored doctoral programs with companies like Wipro and joint PhDs with international universities. The future lies in scaling these models, where industry invests not just in hiring talent but in shaping the curriculum, supporting labs, and mentoring students.
Such deep engagement ensures both sides benefit, with industry gaining fresh ideas and academia staying aligned with real-world challenges
Q: What challenges do you see in aligning academic curriculum with corporate expectations?
The main challenge is the pace of change. Corporate skill requirements evolve every two to three years, while academic curricula often take years to revise Another challenge is that industries look for domain-specific expertise, while universities are mandated to provide broad foundational training Balancing the two is not easy. Faculty must also be trained continuously, else there is a disconnect between what is taught and what is needed Finally, academic integrity and long-term vision should not be compromised to meet short-term industry trends The alignment has to be dynamic but not reactive
Q: What opportunities colleges leverage to make their students more industry ready?
Colleges can leverage their strongest asset, the energy and creativity of young minds Offering pathways for students to engage in real projects through practice schools, hackathons, or startups makes them industryready.
Alumni networks are another underutilized strength, since alumni can provide mentorship, internships, and even seed funding Collaboration with corporates in designing problem statements for student projects also bridges the gap. The key is to embed learning by doing across the curriculum rather than treating it as an addon. Students who graduate with a portfolio of real-world work will always have an edge.
Q: What are your expectations from corporates when it comes to engaging with campuses?
Corporates must see campuses not just as talent pipelines but as partners in innovation I expect corporates to invest time in mentoring, to bring real-world problems into classrooms, and to support faculty development. Corporates can also co-invest in research and infrastructure, ensuring that students work on frontier technologies A culture of sustained engagement is needed. Too often, engagement is limited to recruitment season If corporates engage throughout the year, the outcomes are richer for both sides.
Q: What are your expectations from students to succeed in the corporate world?
Students must recognize that success is less about the first salary and more about longterm growth. Employers expect reliability, professionalism, and the ability to learn on the job Students must be open to feedback and should see failures as stepping stones
They should also learn to communicate clearly, both in writing and speaking, since this is a critical skill in any domain. Above all, they must stay curious and never stop learning The moment one stops learning, obsolescence begins.
Q: What challenges do you see in aligning academic curriculum with corporate expectations?
The main challenge is the pace of change. Corporate skill requirements evolve every two to three years, while academic curricula often take years to revise Another challenge is that industries look for domain-specific expertise, while universities are mandated to provide broad foundational training
Balancing the two is not easy. Faculty must also be trained continuously, else there is a disconnect between what is taught and what is needed. Finally, academic integrity and longterm vision should not be compromised to meet short-term industry trends The alignment has to be dynamic but not reactive
Q: What opportunities do do colleges leverage to make their students more industry-ready?
Colleges can leverage their strongest asset, the energy and creativity of young minds. Offering pathways for students to engage in real projects through practice schools, hackathons, or startups makes them industryready.
Alumni networks are another underutilized strength, since alumni can provide mentorship, internships, and even seed funding Collaboration with corporates in designing problem statements for student projects also bridges the gap.
The key is to embed learning by doing across the curriculum rather than treating it as an add-on Students who graduate with a portfolio of real-world work will always have an edge.
Q: What are your expectations from corporates when it comes to engaging with campuses?
Corporates must see campuses not just as talent pipelines but as partners in innovation. I expect corporates to invest time in mentoring, to bring real-world problems into classrooms, and to support faculty development. Corporates can also co-invest in research and infrastructure, ensuring that students work on frontier technologies A culture of sustained engagement is needed. Too often, engagement is limited to recruitment season If corporates engage throughout the year, the outcomes are richer for both sides.
Q: What are your expectations from students to succeed in the corporate world?
Students must recognize that success is less about the first salary and more about longterm growth. Employers expect reliability, professionalism, and the ability to learn on the job Students must be open to feedback and should see failures as stepping stones. They should also learn to communicate clearly, both in writing and speaking, since this is a critical skill in any domain. Above all, they must stay curious and never stop learning The moment one stops learning, obsolescence begins
Q: How is your institution currently enabling students to bridge the gap between academics and industry requirements?
At BITS Pilani, bridging the gap is central to our DNA. Our Practice School model places every student in a corporate environment for months, making it part of the academic curriculum rather than an optional internship. We have also launched industry-sponsored doctoral programs, alumni-led startup accelerators, and online offerings through BITS Digital. Partnerships with corporates are shaping new curricula in emerging fields like AI and intelligent systems These initiatives ensure that our graduates are not only job-ready but futureready.
Q: In your view, how academic institutions contribute to the larger national talent eco system and future of India inc?
Academic institutions are the bedrock of India’s demographic dividend. They shape the engineers, scientists, and entrepreneurs who will drive the nation’s growth. By focusing on excellence, equity, and expansion, institutions can ensure access while maintaining global standards They also nurture values of ethics, resilience, and social responsibility that are vital for sustainable growth. As India aspires to become a developed nation by 2047, academic institutions must not just produce employees but nation builders. This is the larger purpose of higher education.
Q: Is there anything else you would like to add?
One final point is that mental health and well-being of students deserve equal attention. In our pursuit of excellence, we must not lose sight of the pressures students face Institutions must create support systems that allow students to thrive both academically and personally. A healthy, confident, and compassionate graduate is the best gift academia can give to industry and to society.
ABOUT HRAI:
Prof. V. Ramgopal Rao is Group ViceChancellor of BITS Pilani, overseeing campuses across India and Dubai Before joining BITS in 2023, he served as Director of IIT Delhi (2016–2021) and was Chair Professor at IIT Delhi and IIT Bombay. A leading Nanoelectronics researcher, he has authored 500+ papers and holds 50 patents, including 20 US patents, with 15 commercialized His CMOS-SoC technology is used globally in millions of ICs. He co-founded startups Nanosniff and Soilsens Prof Rao is a Fellow of IEEE, TWAS, INAE, and Indian science academies, has supervised 52 Ph D students, and earned over 40 awards.
Building Bridges Between Academia and Industry
The boundary between classrooms and boardrooms is fading collaboration has become the foundation of modern education.
Institutions are forming strategic partnerships with companies, startups, and global organizations to align learning with real-world needs.
Live projects, mentorships, and co-created curricula are preparing students to apply theory in dynamic environments.
This exchange between academia and industry fosters innovation, agility, and relevance the hallmarks of future-ready professionals.
True growth today is collective built through shared knowledge, connected communities, and collaborative impact.
