TAPMI & UNIVERSITY OF SOUTHAMPTON BUSINESS SCHOOL€¦ · Top global B-schools including HBS and...

TAPMI & UNIVERSITY OF SOUTHAMPTON BUSINESS SCHOOL

A WEBINAR on Navigating the Pandemic & its Aftermath

Re-imagining Management Education Post-COVID -19

Professor Madhu Veeraraghavan. Director & T. A. Pai Chair Professor of Finance, TAPMI, India

Please do not copy, cite or distribute without Prof Madhu Veeraraghavan’s permission.

Paradisal TAPMI Photographed on June 3, 2020


“Management is not a profession, management is not a science. You can’t learn it the way you learn surgery or engineering. Management is a practice. And you learn

management by practicing management.”

-Henry Mintzberg, Rethinking the MBA

Source: https://hbr.org/2009/03/rethinking-the-mba.html)


https://hbr.org/2009/03/rethinking-the-mba.html

AACSB

EQUISAMBA

14

12 5

83

Management Education Scenario – India

Over 3,000 B – Schools offer MBA and PGDM

20 IIMs and 7 IITs

Approximately 650, 000 students enrolled in Management ProgramsSource: https://mhrd.gov.in/sites/upload_files/mhrd/files/statistics-new/AISHE%20Final%20Report%202018-19.pdf


https://mhrd.gov.in/sites/upload_files/mhrd/files/statistics-new/AISHE%20Final%20Report%202018-19.pdf

COVID-19: Disrupting Education Worldwide

Most governments around the world have temporarily closed educational institutions to contain the spread of the COVID-19 pandemic

Nationwide closures are impacting over 60% of the world’s student population.

Source: https://en.unesco.org/covid19/educationresponse/


https://en.unesco.org/covid19/educationresponse/

Significant disruption of higher education sector – critical determinant of country’s economic future

Decline in the demand for international higher education is expected

Effect on employment rate - withdrawal of job offers from corporates

The Centre for Monitoring Indian Economy’s estimates on unemployment shot up from 8.4% in mid-March to 23% in early April and the urban unemployment rate to 30.9%

What does COVID-19 mean for Education Sector?


What does COVID-19 mean for Education Sector?

Disruptions in Academic Calendar

Admission Deadlines have been pushed and Admission Processes are being modified

Many academic engagements like Exchange Program that are aimed at Experiential Learning have been put on hold

Demands for fee reimbursements

Large-scale deferral of admissions


Disrupting MBA Education Worldwide

Top global B-schools including HBS and Chicago BOOTH have moved their Classes completely Online

Convocations, Classes, International Exchanges and Program commencements have been postponed the world over, including India

GMAC – GMAT™ and Executive Assessment testing has been suspended in many locations worldwide


Realistic and Achievable Enrolment GoalsAccurately modeling what enrolment outcomes will look like

Communication to the Aspirants

Instilling confidence about the institute being resilient

Assuring that unique student experience will not be compromised

The Biggest Near-term Problem?The Uncertainty of the Next Academic Year


Driving Habit Shifts

Shifts in how education and training are imparted, how instructors teach, how learners access courses

Severe disruptions to the academic calendar -while travel and training are on hold

Led to a radical restructuring of the education system

Need for ‘Virtual-communication mettle’


The New Normal?

Online education is already a long-standing feature of learning

Why is it not a norm already?

When businesses have already moved from offline to online in the Pre-COVID times, why hasn’t higher education not moved to online?

Inherent inflexibility of our legacy processes


Re-evaluation of model for delivering

education where mobility is

seriously under threat

Adjustments to transition into the

new learning environment seamlessly

Mobilising the resources to make

these changes, backed by the

relevant technology and

platforms

Offline or conventional

education models will not become

obsolete

Traditional in-person classroom

learning will be complemented

with new learning modalities

Reimagining Management Education – A Paradigm Shift?


Sought-after Skills Post COVID - 19

Adaptability and Flexibility

Technology Competence

Data Literacy

Critical thinking

Digital and Coding Skills

Emotional Intelligence

Leadership Competence


Strategic Remote Work

Effective Team Design and Management

Elevated Standard Operating Practice

Breaking Out of Silos and Improved Workplace Culture

New Work Priorities

Trust-based cultures with employees

Businesses will help customers be more helpful

The Future of BusinessesDina Gerdemen (2020). How the Coronavirus Is Already Rewriting the Future of Business. Harvard Business Review


The Future of EducationGupta V., Schwartz J., Kelkar M., & Malik N.,(2020). Toward student-centricity -Revamping Indian higher education for the future of work. Deloitte Insights Report


Three Foundational Pillars

Creating a forward-looking

leadership

Building a growth mindset

Redesigning learning models

The Future of EducationGupta V., Schwartz J., Kelkar M., & Malik N.,(2020). Toward student-centricity -Revamping Indian higher education for the future of work. Deloitte Insights Report


Revamped Higher

Education Sector

Government

Industry

Faculty Students

Parents

Alumni

Who We Are and How Are We Transitioning post

COVID 19



MISSION“To excel in post-graduate management education, research

and practice”

VALUES

Excellence, Innovation, Commitment, Student-Centric, Trust

National Institutional Ranking Framework (NIRF) India Rankings 2020 – Management:#27 among top B-Schools in India

#19Overall Rank



Finance Lab with 16 Bloomberg and 7

Reuters Terminals

Social Responsibility Emphasis on High-Quality Research

Student Driven Placement and Corporate

EventsExperiential Learning – BrandScan and

Simulation

Leadership Assessment and Development

for all Students

Extensive Communication

Transitioning to Virtual

Supporting the Transition

Support to Student, Faculty, Staff and

other stakeholders

Strengthening Industry

Connections

Curriculum Change and Change in

Method of Assessment

How are we Responding to COVID-19

Please do not copy, cite or distribute without Professor Veeraraghavan’s permission

• Restructuring the infrastructure for online delivery

• 14 interactive classrooms

• 25 CISCO WEBEX licenses

• Exploring e-book options with Amazon Kindle for textbooks

• Exploring platforms for conducting online examinations

Academics

• COURSERA courses rolled-out for the entire batch to impart additional skill-sets to facilitate placements

• Industry engagements moved from physical visits to Webinars (IGNITE)

• Roll-out of PDP programs through KUBOS from June to September 2020

• Physical infrastructure being set-up to facilitate online placement process

Placements

• Fortnightly WEBEX based interaction between the Director and the students

• Continuous faculty interaction to help and guide the students

General Support

Transition@TAPMI


Academics

Restructuring the infrastructure for online delivery

14 interactive classrooms

25 CISCO WEBEX licenses

Exploring e-book options with Amazon Kindle for textbooks.

Exploring platforms for conducting online examinations

Placements

COURSERA courses rolled-out for the entire batch to impart additional skill-sets to facilitate placements

Industry engagements moved from physical visits to Webinars (IGNITE)

Roll-out of PDP programs through KUBOS from June to September 2020

Physical infrastructure being set-up to facilitate online placement process

General SupportFortnightly WEBEX based interaction between the Director and the students

Continuous faculty interaction to help and guide the students

Transition at TAPMI

Thank You


TAPMI & UNIVERSITY OF SOUTHAMPTON BUSINESS SCHOOL€¦ · Top global B-schools including HBS and...

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