Leadership Growth Through SPJIMR's Executive Post Graduate Programme in Management

SP Jain Institute of Management and Research

6 months ago

Krishnakumar S., General Director at Kirby Southeast Asia, shares his transformative experience with SPJIMR’s Executive Post Graduate Programme in Management (PGEMP).

In this video, he explains how the program helped him sharpen his leadership skills, manage cross-cultural teams, and approach business challenges with greater strategic clarity.

The executive post graduate programme in management at SPJIMR is designed for mid-to-senior professionals ready to elevate their careers with real-world learning, industry insights, and global relevance.

Transcript

00:00absolutely fantastic a program that sustained over 100 batches has to be good if there is more faith

00:15getting repost on it quarter after quarter year after year batch after batch speaks volumes and

00:21as the batch one we are also equally proud of ourselves that we were the trailblazers in a

00:27really epic journey so I was always a believer before I came to SPJIMR's executive management

00:34education in the fact that management education should be the continuation of a graduation course

00:40like an engineering or a bcom or whatever is that but the the experience of SPJIMR PGMP completely

00:49changed the thought process in my case I think the fact that we come with a certain amount of

00:54pre-experience is far better than coming with none at all and that we get to interact with a diverse

01:00group of people who come from different backgrounds of industry experience the classroom discussions

01:05it's not always that the teacher is teaching it's that all of us are learning though so that's the

01:10immense impact it has had and I think that's a far more valuable model for individuals and

01:16organizations as opposed to a formal curriculum based university driven points grade based normal

01:24management course the beginning of the course our late Dean had told us that when the course ends we

01:35would all have a sense of three M's in our blood men machine and money I think that was the biggest

01:40impact I did realize the role that men men as in humans play in the success of a function as a

01:49functional leader as an organizational leader I realize the value of machines which essentially

01:54refers to investments in terms of how it contributes to an organization becoming more productive more

01:59efficient and how the efficiency and interactions of machines can be improved and I learnt as to how it

02:07all finally adds up to the very purpose of business which is finally to bring in money even an NGO at

02:12the end of the day has to balance its funds it's not that money is going to rain from the sky and

02:17this kind of course helps us understand which are the levers that we can pull what what needs to be

02:23done to effectively make that conversion so before I came to PGMP I was an engineer so I knew

02:37certain elements of my chosen branch it was mechanical engineering I had to implement my learnings in a

02:44company which essentially was there as a profit-making institution so when I went through the course of

02:51PGMP I realized several facets of a company's working and by the time the course ended I also realized that

02:58the different facets need to be integrated together so it's not about just being a functional expert and

03:04then knowing the roles of different role different non-functional elements for example for an engineer

03:10a finance or a human resources could be a non-functional element but it's not just important to know what

03:16engineering is all about it's not important to understand what role finance or HR place it's important

03:22to understand how they all work together and how the wheels of the organization are oil lubricated so

03:28that one can effectively run an organization and that I think is the most valuable lesson I've learned

03:34and the biggest impact the course had on me so it's not one story but every assignment or every lesson

03:46that we learned had two types of assignments I don't know whether the model has changed now there was a

03:49conceptual assignment and there was an application assignment the conceptual assignment helped to fix the

03:55model in our minds the theoretical framework and when they used to say go back to your company go

04:01around looking for the data and see how this has been applied in your company right or wrong is not

04:05the answer here it's about to understand it's about understanding how the concept has been applied in the

04:10organization we worked for and in turn that required us to go and meet people sometimes beg for

04:15data sometimes even convince the bosses to let us use the data the data is there but they tell you

04:20don't use it so you understand concepts of confidentiality why the organization wants to keep it

04:24confidential so the application is not just about the concept that we learnt it's also about interacting

04:29with people making a sales pitch to get the data and be permitted to use it how to disguise the data

04:34to so as to not reveal some of the most sensitive aspects of the organization you are working for

04:39there's a lot more to it and every assignment every lesson that was imparted here we went through

04:45the conceptual and the application I think it was the application that sealed the concept in the best

04:50possible way so it's not one anecdote that I would like to relate but if there has to be one it is

04:55about sensitivity to cash the way we learnt about working capital in finance and the sensitivity that

05:02we need to have with respect to cash and not just from a working capital perspective you start thinking

05:07of cash with our operations you start thinking of cash with respect to people you start thinking of

05:10cash with respect to sales and marketing so that's how I think the course helped us become better managers

05:16and eventually better leaders so I think the fact that I'm sure each of us 3000 of us emotionally are

05:29connected with the Institute we are connected with each other to a very large extent I think beyond the

05:34numbers of hundred batches and 25 years these are the metrics that are far more valuable I mean I can

05:41probably dial up SPJMR and say that hey I need the number of somebody from for example State Bank of

05:47India and you have the MD sitting right here as an alumnus think these are not measurable these are

05:52not measurable metrics but immeasurable invaluable so it's a very difficult transition to have given up on

06:05studies and to come back to the Institute humor aside one of the taglines that I saw was come back to

06:13where it all began and that's very scary so the simple advice that I have for people is to be

06:18consistent chisel a little bit every day don't wait for the exams because it was a different era when

06:25students could wait till last moment and then start their preparation that was when we were exclusively

06:32students now we are exclusively employees of some organization and therefore this needs to be

06:37done consistently little by little daily so please be at it don't not give up there will be days when

06:44you want to throw it all away you can welcome those days not do anything on those days but the next day go

06:51back to doing if it is three lines it's three lines that's perfectly finite it not be the set target of

06:57one page or ten pages a day but please be consistent in your submissions in your assignments in your

07:04learning because I can guarantee that you will not have the time to do it at the end and that will

07:09be overwhelming that's my personal experience and that's what helped me in my course too

Leadership Growth Through SPJIMR's Executive Post Graduate Programme in Management | Krishnakumar S

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