In an exclusive interview, Prof. Rajeev Kumra, the Director of TAPMI, Manipal, shares his ambitious vision for transforming the institute into a global leader in management education. With an illustrious career spanning teaching across six countries, over 22 ‘Best Faculty’ awards at IIMs, and impactful contributions as a researcher, consultant, and academic leader, Prof. Kumra brings a wealth of experience and passion to his role. From redefining marketing education in the AI-driven era to fostering inclusive excellence, his insights offer a compelling roadmap for the future of business education in India and beyond.
Interview with Prof. Rajeev Kumra.
Q. You’ve recently taken charge as Director at TAPMI. What is your vision for TAPMI in the next five years, and how do you plan to differentiate it among top B-schools in India and globally?
Taking charge as Director at TAPMI is both an honour and a responsibility I carry with deep purpose. TAPMI has built a strong legacy over the years, and my vision for the next five years is to build on that foundation while propelling the institution into a new era of global relevance, digital leadership, and human-centred management education.
My vision is anchored in three pillars: innovation, impact, and inclusion.
First, I want TAPMI to be recognised as a hub of innovation in management education. This means reimagining our curriculum to reflect the realities of today’s digital economy. We will integrate cutting-edge content with immersive learning experiences, using simulations, live consulting projects, and global classroom collaborations to create future-ready leaders.
Second, we will focus on thought leadership with real-world impact. Our faculty are already strong scholars, and my goal is to amplify their work through interdisciplinary research centres, industry tie-ups, and global academic partnerships. I want TAPMI to be a place where businesses turn for solutions—and where scholarship drives policy, practice, and innovation. We’ll also build on our strong alumni network to foster mentorship and collaboration across borders and industries.
Third, I envision TAPMI as a model of inclusive excellence. Management education must be accessible, empathetic, and aligned with the needs of a diverse, dynamic society. That means greater outreach, scholarships, and programmes tailored for first-generation learners, women in leadership, and professionals from non-traditional backgrounds. Inclusion isn’t just a value—it’s a competitive advantage.
To differentiate TAPMI among top B-schools in India and globally, we will focus on:
Strategic international collaborations with leading global B-schools for joint research, faculty and student exchange programmes, and pathway degrees.
Positioning TAPMI as a thought leader in responsible management, through initiatives around sustainability, ethics, and social impact.
Deepening industry integration so that every student graduates not only with knowledge but with experience, networks, and perspective.
Ultimately, my aspiration is for TAPMI to be known not just for academic rigour but for creating bold, ethical, and globally agile leaders who are ready to shape the future of business and society.
Q. You’ve been awarded “Best Faculty” over 22 times across IIMs—a rare feat. What do you think makes your teaching approach resonate so deeply with students?
Being awarded “Best Faculty” over 22 times across IIMs is truly humbling, and I see it not just as recognition of teaching but of connection—with students, with the subject, and with the learning journey itself.
What I believe resonates most with students is that I bring authentic energy, empathy, and relevance into the classroom. I don’t see teaching as a one-way transmission of knowledge. For me, it’s a shared experience—where students are not passive listeners but active co-creators of learning. I challenge them, provoke them, but also create a space where they feel safe to question, debate, and express themselves. I also believe in high energy and clarity in delivery. I bring stories, humour, and structure to every session. But more than anything, I bring passion. I genuinely love what I teach—and I think passion is contagious.
I also work hard to make content deeply contextual and current. I bring in real-world cases, industry insights, and often, emerging dilemmas from my own consulting and research. Students appreciate when learning feels alive—when they can see the “so what?” behind a concept, and when theory meets messy, real-world decision-making.
Another aspect is personalisation. I try to know my students beyond their roll numbers—to understand their goals, fears, and strengths. Whether it’s through informal conversations, feedback loops, or mentoring outside class hours, I try to build trust. When students know you care about their growth, they engage more deeply.
Ultimately, my goal is not just to teach concepts but to ignite confidence and curiosity. If a student walks out of my class thinking more critically, feeling more capable, and seeing the world a little differently, then I feel I’ve done my job.
Q. Having taught in six countries, how has international exposure shaped your pedagogy and your understanding of management education?
International exposure has significantly shaped my pedagogy and deepened my understanding of management education. Being immersed in different cultures and academic environments has broadened my worldview and allowed me to appreciate the many ways leadership and management are perceived and practised across the globe.
One of the most impactful aspects has been gaining cultural intelligence. Teaching or collaborating internationally has taught me the importance of adaptability—not just in how I deliver content but in how I listen, engage, and respond to diverse perspectives. It’s made me more intentional about creating an inclusive learning environment where students feel seen and respected, regardless of their background.
I’ve also gained valuable comparative insights into global business practices. Whether it’s differences in negotiation styles, organisational behaviour, or ethical frameworks, these experiences have enabled me to bring richer, more varied case studies into the classroom, helping students connect theory to practice in a global context.
International exposure has also introduced me to innovative pedagogical approaches. Collaborating with colleagues from different systems has challenged me to rethink traditional models of teaching. I’ve incorporated more active learning strategies—like simulations and experiential projects—that reflect the dynamic nature of today’s business world.
Ultimately, this global lens has reinforced my belief that management education is not just about imparting knowledge but about preparing students to thrive in diverse, complex, and interconnected environments. That’s the mindset I bring to my teaching every day.
Q. What, according to you, is the future of marketing education, especially in the age of digital transformation and AI-driven insights?
The future of marketing education is evolving rapidly, and I believe it’s entering one of its most transformative eras—driven by the acceleration of digital technology and the integration of AI at every level of decision-making. As educators, we are no longer just teaching the fundamentals of branding or consumer behaviour; we are preparing students to navigate, adapt to, and lead in an environment where data, automation, and personalisation are reshaping how value is created and communicated.
In this new landscape, I see marketing education becoming more interdisciplinary. It’s not enough to understand marketing theory—we must integrate analytics, behavioural science, ethics, and emerging technologies like machine learning, generative AI, and predictive modelling. Students need to become fluent in both creative strategy and data-driven thinking. That means teaching tools like customer journey analytics, AI-powered segmentation, and real-time personalisation alongside storytelling, empathy, and human-centred design.
Another key shift is the emphasis on agility and lifelong learning. With technology changing so quickly, the half-life of marketing skills is shrinking. Education must instil not just knowledge but the mindset and capability to learn, unlearn, and relearn. That’s why I believe experiential learning—through live projects, simulations, and industry collaboration—will become even more central.
Finally, we must prepare students to engage with the ethical dimensions of AI and data in marketing. With great power comes great responsibility. The future of marketing education must equip students not only to harness data and automation effectively but to do so in a way that’s transparent, respectful, and aligned with broader social values.
Q. You’ve trained over 5,000 managers, including CMOs and CEOs. What are some common leadership gaps you’ve observed in Indian industry, and how can B-schools address them?
In my experience and observation, several leadership gaps persist in the Indian industry, despite its impressive growth and innovation. One of the most common gaps is a lack of strategic thinking and long-term vision. Many leaders are highly skilled operationally but often focus on short-term gains at the expense of sustainable growth or innovation. This is where B-schools can play a vital role by emphasising systems thinking, scenario planning, and the ability to navigate complexity.
Another critical gap is in people leadership and emotional intelligence. While technical and domain expertise is strong, many leaders struggle with managing diverse teams, fostering collaboration, and building inclusive cultures. Indian B-schools need to go beyond traditional classroom learning and incorporate more coaching, feedback-driven leadership labs, and real-time team-based projects to build these softer but crucial skills.
There’s also a noticeable hesitation around risk-taking and entrepreneurship, particularly in legacy or family-run businesses. The fear of failure often overrides innovation. B-schools can help shift this mindset by creating safer environments to experiment—through incubators, entrepreneurship cells, and exposure to startup ecosystems.
Finally, the ability to lead in a global and digital environment is still developing. Many leaders are strong in their local context but less comfortable with global cultural fluency, remote leadership, or digital transformation. B-schools need to internationalise their curriculum and bring in more cross-border case studies, virtual exchanges, and digital tools into the learning experience.
In short, I believe B-schools have a powerful opportunity—and responsibility—to not just prepare managers but to shape leaders who are agile, ethical, emotionally intelligent, and globally minded.
Q. How do you approach the design of core and elective courses to ensure they remain relevant to changing business needs and student expectations?
When I design courses, my foremost priority is relevance—both to the evolving needs of the business world and to the changing expectations of today’s learners. I see course design as a dynamic process, not a static template. The business landscape is shifting constantly due to technology, globalisation, and societal change, and I believe our curriculum must mirror that pace of evolution.
To ensure relevance, I start by staying closely connected with industry. I regularly engage with professionals and incorporate insights from current market trends and research. This allows me to weave real-time business issues—such as digital disruption or shifting consumer behaviour—into my course content, case studies, and assignments.
Today’s learners are curious and outcome-oriented. They want learning that is experiential, applied, and aligned with their career goals. So, I integrate live projects, simulations, data-driven decision-making exercises, and guest sessions with practitioners. This gives students not just conceptual clarity but also exposure to how theory translates into practice.
Another important principle for me is flexibility. I design modular content that can be adapted or updated each term, allowing me to plug in emerging topics quickly. I also encourage student-led discussions and reflective assignments that allow them to bring their own perspectives into the learning process.
Ultimately, I see myself not just as a content deliverer but as a learning architect—creating experiences that are intellectually rigorous, practically relevant, and deeply engaging. That’s how I try to bridge the gap between academic preparation and real-world readiness.
Q. Your case studies are listed at Harvard and Ivey. What’s your process for developing impactful cases, and how do they enhance classroom learning?
Developing impactful cases is both an art and a science—and for me, it starts with identifying a real, compelling business challenge that offers rich learning potential. I look for situations that involve tough decisions, trade-offs, or ambiguity—because that’s where true management learning happens. These could come from industry interactions, consulting engagements, or even newsworthy business events that spark curiosity.
Once I’ve identified the right context, the next step is deep research and stakeholder engagement. I often conduct interviews with key decision-makers, gather data from internal reports or public sources, and aim to capture the nuances of the situation—not just the “what” but the “why” behind decisions. It’s important that the case reflects complexity without overwhelming the learner.
In writing the case, I focus on creating a narrative that’s both informative and immersive. The best cases are like stories—they draw students in, make them care, and force them to think critically. I ensure there’s enough data for analysis, but I also leave room for interpretation, so students are challenged to form their own views and defend them.
Cases enhance classroom learning in powerful ways. They shift the focus from passive listening to active problem-solving. Students learn to take on managerial roles, debate perspectives, and experience decision-making under uncertainty—skills that are hard to build through lectures alone. Cases also foster empathy and context sensitivity, as students grapple with real-world constraints and stakeholder dynamics.
For me, the real impact comes when a student says, “This case felt real—I could see myself in that situation.” That’s when I know the case has done its job.
Q. Could you share an example where your strategic consultancy significantly impacted a company or government department’s performance or policy?
One of the most impactful consulting engagements I’ve been part of involved working with a state government department on improving the efficiency and transparency of a public service delivery system. The department was facing increasing public dissatisfaction, bureaucratic delays, and fragmented digital processes that made policy implementation slow and citizen experience frustrating.
I was brought in to lead a strategic review of their operational and digital transformation efforts. The first step was to engage in a thorough stakeholder analysis—from frontline staff and senior bureaucrats to citizens and technology vendors. What emerged was a classic case of siloed systems, misaligned KPIs, and limited ownership across functions.
We conducted process mapping workshops, reviewed digital tool usage, and benchmarked service delivery metrics against other progressive states and international public administration models. Based on these insights, we co-developed a strategic roadmap for reform, which included:
Streamlining processes through process reengineering and standard operating procedures.
Recommending the integration of existing IT systems into a unified citizen-centric digital platform.
Setting up a performance monitoring dashboard with real-time service delivery metrics.
Conducting leadership development workshops to drive cultural change at the managerial level.
The results, within a year of implementation, were highly encouraging. Citizen grievance redressal time dropped by over 40%, digital adoption among field-level officers improved significantly, and the department received national recognition for e-governance innovation. More importantly, citizen trust began to rebuild—and that’s when I felt the true impact of our work.
For me, this experience reinforced the belief that strategic consulting isn’t just about frameworks—it’s about listening deeply, aligning people, and translating insight into action. Whether in the public or private sector, impact happens when ideas are implemented with empathy and execution discipline.
Q. You’ve published in top-tier international journals. What research themes excite you the most currently, and what’s your message to young Indian scholars?
Right now, the research themes that excite me the most lie at the intersection of technology, human behaviour, and purpose-driven business. I’m particularly drawn to how AI and digital transformation are reshaping organisational structures, decision-making, and even consumer psychology. There’s so much happening in terms of how data and algorithms influence leadership, ethics, and trust within organisations—and I believe this is just the beginning. I’m also deeply interested in inclusive innovation and sustainability—how businesses in emerging markets like India can build scalable, socially responsible models that don’t just chase profit but create meaningful impact. Whether it’s exploring the rise of social enterprises or how younger consumers engage with purpose-driven brands, I find these questions both timely and deeply relevant.
To young Indian scholars, my message is this: Be bold, be curious, and be rooted. The world doesn’t just need more research—it needs better research. Research that is original, relevant, and anchored in our unique context. Stay curious about the world, but also about your own discipline—ask “why” and “what if” often. Collaborate across boundaries, stay open to feedback, and above all, stay persistent. Research is not always fast or glamorous, but when done with purpose, it has the power to shape thinking, influence policy, and touch lives. The path of scholarship is not easy, but it is immensely rewarding. Your work can change how people think, lead, and act—and that’s a legacy worth building.
Q. As the former Dean (International) at IIM Lucknow, what’s your take on the role of global partnerships in shaping future-ready B-schools in India?
I believe global partnerships are not just beneficial—they’re essential for shaping future-ready B-schools in India. In today’s interconnected world, management education must move beyond local boundaries to prepare students for global careers, multicultural workplaces, and rapidly shifting economies. Global partnerships are one of the most effective ways to make that leap.
For me, these collaborations serve three powerful purposes: exposure, exchange, and evolution.
First, global partnerships give Indian B-schools exposure to international best practices in pedagogy, curriculum design, and research. Learning from top institutions around the world helps us raise our own standards, benchmark against excellence, and stay ahead of global trends. Whether it’s sustainability in business, digital innovation, or leadership in uncertain times—many of the questions we face are global, and learning from how others tackle them is invaluable.
Second, these partnerships enable meaningful exchange—of ideas, faculty, students, and perspectives. Joint programmes, exchange semesters, global capstone projects, and research collaborations open up rich, cross-cultural learning experiences that traditional classrooms simply can’t provide. For our students, these experiences build global competence, adaptability, and confidence. For faculty, they enrich research by bringing in diverse contexts and collaborators.
Third, global partnerships push Indian B-schools to evolve—to be more innovative, inclusive, and globally oriented. They challenge us to rethink rigid structures, encourage interdisciplinary thinking, and integrate emerging areas like ESG, AI, and global ethics more holistically. When done well, these partnerships create a two-way learning street, where both institutions grow from the relationship.
But it’s important that these collaborations go beyond just MoUs on paper. We need deep, strategic engagements that are long-term, value-driven, and built on mutual respect. That’s how we can truly co-create the kind of future-ready, globally conscious business education that India—and the world—needs.
Q. What were the most challenging and rewarding moments in your academic leadership journey—from IIM Lucknow to IIM Jammu, and now TAPMI?
Throughout my academic leadership journey, there have been both deeply challenging and incredibly rewarding moments that have shaped my growth as a leader, educator, and mentor.
Internationalisation: Spearheaded IIM Lucknow’s first foray overseas as the first International Programmes Chairperson and established brand IIM-L as stiff competition to IIM A, B, and C in Dubai and the Gulf market, launching three batches in just one year with 100 alumni.
Profitability and Revenue Increase: Increased revenue of the Noida campus last year by 113% without any capex or infra investment. Strategised and doubled the intake in long-term programmes in just one year and launched five unique programme initiatives, taking it to 100 percent operational capacity utilisation for the first time since its inception.
Placements: Instrumental in implementing a unique “industry outreach strategy” that resulted in a 72% increase in quality placements. Implemented unique, out-of-the-box admission strategies.
However, balancing administrative responsibilities with my passion for teaching and research remains a continuous challenge. At times, the pressures of leadership can feel overwhelming, especially when I’m pulled in multiple directions. But it’s during these moments that I’ve learned the value of time management, delegating effectively, and staying grounded in the purpose of my work.
Ultimately, the journey has been about embracing both the highs and the lows. It’s about taking risks, learning from setbacks, and continuously striving to create an environment where students, faculty, and the broader academic community can thrive. The challenges push me to grow, while the rewards remind me of why I chose this path in the first place—to make a meaningful impact on the lives of others.
Q. What advice do you have for young management faculty aiming to become influential teachers and researchers in today’s dynamic academic landscape?
To young management faculty aiming to become influential teachers and researchers in today’s dynamic academic landscape, my advice is rooted in three key principles: curiosity, adaptability, and impact.
Cultivate Lifelong Curiosity and Continuous Learning
The world of management is constantly evolving, and so should your learning. Never stop being curious about new theories, emerging trends, or real-world business challenges. Engage deeply with literature, attend conferences, and, most importantly, listen to industry experts and students. The most influential educators are those who are also lifelong learners. Their passion for knowledge not only fuels their own research but also inspires students to embrace the same mindset.
Stay Adaptable and Tech-Savvy
We are living in a time where digital tools, AI, big data, and new communication platforms are transforming every aspect of business. As educators, we must adapt by incorporating these technologies into both teaching and research. Stay ahead of the curve by learning how to use data analytics, simulations, and online platforms effectively. This not only enhances the student experience but also ensures your research remains relevant in a rapidly changing world.
Focus on Real-World Relevance in Teaching and Research
To be influential, your work must be closely tied to real-world problems. Encourage students to connect theory with practice, and in your research, focus on issues that have a tangible impact on businesses and society. Stay in touch with industry trends and issues, whether through consulting, case study development, or collaboration with businesses. This connection between academia and industry will not only enhance your credibility as a researcher but also improve the quality and applicability of your teaching.
Embrace Collaboration and Networking
Don’t try to work in isolation. The most impactful faculty members are those who build strong professional networks, collaborate with researchers from other fields, and seek out mentoring opportunities from senior academics. Whether it’s co-authoring papers, working on interdisciplinary projects, or engaging in joint research with industry partners, collaboration expands your reach and enriches your own work. Build relationships within your institution, across academia, and with business leaders.
Lead with Purpose and Integrity
Being an influential teacher and researcher is not just about publishing papers or delivering lectures—it’s about fostering an environment of trust, respect, and genuine care for student growth. Focus on becoming a role model who balances academic rigour with personal integrity. Ethical decision-making, inclusivity in teaching, and a focus on the holistic development of students will elevate you as a respected figure in the academic community.
Be Bold and Take Risks
Lastly, don’t be afraid to challenge the status quo. Experiment with new teaching methods, question established theories, and explore unconventional research topics. Boldness in your ideas and approaches will not only set you apart but will also drive the evolution of the field. Don’t shy away from failure—each setback is an opportunity to learn and grow.
In conclusion, the most influential faculty members are those who combine a relentless pursuit of knowledge with a genuine commitment to making a positive impact. By staying curious, embracing new technologies, and staying grounded in the real-world applications of your teaching and research, you will find your unique voice in academia.
Q. In your opinion, how should Indian B-schools recalibrate themselves to be at par with the best global institutions?
Indian B-schools have made remarkable progress over the years, but to truly be at par with the best global institutions, they must recalibrate themselves in several key areas.
Strengthening Global Relevance
To compete globally, Indian B-schools need to deepen their focus on international exposure and cross-cultural learning. This means not only bringing in global faculty and inviting international speakers but also creating opportunities for students to gain hands-on experience abroad—whether through exchange programmes, international internships, or collaborative projects with global organisations. The aim is to develop global leaders who can navigate complex international markets with cultural sensitivity and strategic insight.
Integrating Cutting-Edge Technology
The world of business is changing rapidly due to technology. Indian B-schools must embed digital transformation, AI, big data, and analytics into their curriculum to ensure that students are not just learning traditional management principles but also understanding how technology is driving change in sectors like finance, marketing, and supply chain. Offering hands-on learning opportunities with the latest tools and platforms will help students bridge the gap between theory and real-world application.
Emphasising Innovation and Entrepreneurship
Indian B-schools must strengthen their focus on entrepreneurship and innovation. This can be done by fostering a startup ecosystem within campuses, collaborating with accelerators, and offering resources like incubators and funding networks. Encouraging students to think creatively and take risks is crucial. More importantly, providing mentorship and practical support can transform ideas into successful ventures—much like top global institutions have done with their high-impact entrepreneurial programmes.
Fostering a Global Mindset with Diverse Faculty
To raise the quality of education, Indian B-schools must attract and retain top-tier faculty—both from within India and globally. Diverse perspectives enhance the learning experience, encouraging students to think critically and broadly. Bringing in global leaders and practitioners for guest lectures, case studies, and real-world problem-solving sessions will make the classroom dynamic and reflective of real-time global business trends.
Strengthening Industry Partnerships
One of the key ways B-schools worldwide remain relevant is through deep industry partnerships and collaborations. Indian B-schools can build stronger ties with global corporations, tech giants, and social enterprises to provide students with exposure to leading business practices, internships, and live projects. Partnerships with international academic institutions can also foster joint research, faculty exchanges, and co-designed courses, ensuring that the curriculum remains cutting-edge and practical.
Focusing on Soft Skills and Holistic Development
Global institutions emphasise not only technical expertise but also leadership, communication, emotional intelligence, and ethical decision-making. Indian B-schools need to focus on developing the whole student, ensuring they can lead diverse teams, communicate effectively, and navigate the complexities of modern leadership. Programmes like leadership labs, coaching, and experiential learning opportunities can be pivotal in this regard.
Encouraging a Strong Alumni Network
Finally, building a powerful alumni network is essential. Successful global B-schools have robust alumni who are deeply engaged in mentoring, providing career opportunities, and contributing to the growth of the institution. Indian B-schools need to actively engage their alumni, creating platforms for them to return and contribute in ways that benefit current students.
In summary, Indian B-schools must focus on global perspectives, technology, entrepreneurship, and holistic development to not just remain competitive but to set a benchmark for excellence. The best global institutions have constantly reinvented themselves to stay ahead—and Indian B-schools must follow suit by embracing innovation, internationalisation, and a forward-thinking approach to business education.
Q. Having authored a book on consumer behaviour, how do you see Indian consumer psychology evolving in this post-pandemic digital economy?
In the post-pandemic digital economy, I see Indian consumer psychology undergoing a profound transformation—shaped by increased digital adoption, shifting value systems, and a new awareness of both convenience and consciousness.
One of the most striking changes has been the acceleration of digital comfort across demographics. From urban millennials to rural consumers, there’s now a much higher level of trust in digital platforms—for everything from grocery shopping to healthcare and financial services. This shift isn’t just about access; it’s about behaviour. Consumers are more informed, more impatient, and more empowered. They expect seamless, personalised experiences and are quick to switch brands if those expectations aren’t met.
At the same time, there’s a heightened sense of value consciousness—not just in terms of price but also in terms of utility, authenticity, and purpose. The pandemic pushed many to reassess what really matters, and that’s reflected in growing interest in local brands, sustainable products, and businesses that align with their values. Emotional connection is becoming just as important as functional benefits.
Another interesting trend is the rise of aspiration across tiers, especially in smaller towns and semi-urban areas. Thanks to digital access and social media exposure, aspirations have gone global. But these aspirations are being filtered through uniquely Indian cultural lenses—resulting in a hybrid consumer mindset that blends tradition with modernity, frugality with indulgence.
As someone deeply engaged in marketing education and research, I believe it’s essential for both brands and B-schools to rethink how we understand the Indian consumer. It’s no longer about segmenting by income or geography alone; it’s about attitudes, behaviours, and digital engagement patterns. That’s where the future of consumer insight lies.
Q. What continues to motivate you to teach, research, consult, and lead with such energy and consistency—and what’s your message to students and professionals chasing excellence?
What continues to motivate me is a deep sense of purpose: the belief that through teaching, research, consulting, and leadership, I can help shape not just capable professionals but thoughtful, ethical, and future-ready individuals.
Teaching, for me, is incredibly energising. Every classroom session is a chance to spark curiosity, challenge assumptions, and engage with diverse perspectives. I genuinely enjoy the process of translating complex ideas into meaningful discussions, and seeing that “aha” moment in a student never gets old. It reminds me that learning is a shared journey—and I’m still learning too.
Research keeps me intellectually alive. It allows me to dive deep into emerging problems, ask tough questions, and contribute new ideas to both academia and industry. I’m especially drawn to research that has real-world relevance—insights that businesses can act on and that can inform better practices or policies.
Consulting, on the other hand, gives me a front-row seat to the challenges organisations face in real time. It grounds my teaching and research in reality. It’s also incredibly fulfilling to know that I can help a team unlock clarity, navigate change, or make better decisions.
And leadership? That motivates me because it’s about creating impact at scale. It’s about building environments where others can thrive—whether that’s students, faculty, or industry partners. I see it as an opportunity to foster innovation, inclusivity, and collaboration in everything I do.
At the heart of it all is one thing: the drive to make a difference—in how people think, lead, and grow. That’s what keeps me going.
My message to students and professionals chasing excellence is simple: focus on growth, not just goals.
Excellence isn’t a fixed destination—it’s a continuous journey of learning, unlearning, and evolving. It’s about showing up every day with curiosity, humility, and a willingness to stretch beyond your comfort zone. In a world that often rewards speed and visibility, I encourage you to value depth, integrity, and consistency. Be authentic in your work, and let your character shine through.
As Steve Martin wisely said, “Be so good they can’t ignore you.” Excellence is not just about being noticed—it’s about mastering your craft to such a level that your work speaks for itself. It’s less about perfection and more about resilience, passion, and the unwavering pursuit of your best self.
Don’t be afraid to take risks or make mistakes—because that’s where real growth happens. What matters is how you respond, how you reflect, and how you rise. Excellence is born out of that continuous process of improvement.
Also, remember that success is never in isolation. Collaborate generously, listen actively, and lead with empathy. The people you grow with often matter as much as the milestones you achieve.
And above all, stay rooted in your values. Let your work be driven not just by ambition but by purpose. When passion meets discipline, and talent meets integrity—that’s where true excellence lives.
Conclusion
Prof. Rajeev Kumra’s vision for TAPMI and his insights into the future of management education underscore his commitment to fostering innovation, impact, and inclusion. His journey—from a celebrated educator to a transformative leader—offers inspiration for students, faculty, and professionals alike. As TAPMI embarks on a new chapter under his leadership, it is poised to redefine excellence in business education, preparing leaders who are not only skilled but also ethical and globally minded. His message of pursuing growth with purpose resonates as a powerful call to action for anyone striving to make a meaningful difference in today’s dynamic world.
