Published:17 March, 2023

Development space is desperately looking out for people who understand the sector and are able to contribute in constituting world class, impactful, sustainable social organisations using mantras of leadership and management relevant to the development sector.

While the Indian civilization dates back to at least 6500 BC, India as an Independent nation is only 72 years old. As we complete 72 years of independence, it is a good time to step back and see how far we have come.

In 1947, India had a literacy of 12%; Life expectancy at birth of 32 years; 99% poverty; wide-spread epidemics like plague, malaria, tuberculosis, no infrastructure; no electricity; very few schools and colleges, limited access to villages. The world thought that this was a basket case and India would soon call the Brits back to save them.

But, we did amazingly well and in 72 years our literacy rate is today at 74%; Life Expectancy is at 68 years; Poverty Rates are down to 21%; Our infra-structure, Schools, Hospitals, Health Centers, Roads, etc. have all come a long way.

The social sector or the development sector in India has played a major role in this progress. Despite being a large and complex country, thanks to an active development sector, we have become a vibrant democracy, we are among few countries that have progressive reforms like the Right to Information and Right to Education, we have a Progressive Constitution and a clearly defined ‘idea of India’ captured beautifully in the Preamble of the Constitution.

After several years of working deep and wide in the development sector, I have realized that there is a problem in applying conventional Business Management ideas in the Social Sector.

Here are some ideas that will not make sense intuitively to a Business Management mind:

* There is no such thing as ‘poor people’ - there is ‘poverty’

* Affirmative action is not only about economic equality

* Livelihoods is not just about creating jobs but also addressing complex societal issues ranging from cultural norms and values to security and health issues, education, dignity, inter-generational equations, and more

* Addressing issues of education is not just about teachers and schools but also about issues related to community - culture, values, gender, health, nutrition, sanitation, rights, ecology, language, agriculture cycles, livelihood, hunger, poverty, etc.

* Even solving the problem of open defecation is not only about building functional toilets but also about changing complex behaviors, beliefs and attitudes.

The same subjects will be different or nuanced when it comes to Business Management and Development Management: Whether it is ‘Talent Management’ and understanding reasons for joining/ staying/ leaving or the kind of cultures that will motivate and inspire; Or ‘Finance’ and looking at questions like Return on Investments; understanding the monetary value of some social good like say gender equality; Or, ‘Communication and Engagement’, ‘Systems Thinking’, ‘Organization Behavior and Dynamics’ - they are all quite different.

Development space is desperately looking out for people who understand the sector and are able to contribute in constituting world class, impactful, sustainable social organisations using mantras of leadership and management relevant to the development sector. One should be able to approach a sensitive cause with a very practical, professional, goal oriented approach while still be agile and quick to adjust and stay motivated throughout. Strike a balance between empathy towards highly sensitive issues and pragmatic line of action.

Even the Corporate world has now realised that it is not just the increase in CSR spend which is going to assure their commitment to support initiatives aimed at impacting lives. Corporate sector has gradually started encouraging the hiring of professional leaders and managers for the development sector to create an impactful CSR team which can help them in achieving each milestone of their CSR programme in the most effective manner.

After discussions with numerous leading practitioners in the sector across the country and even around the world, there was universal agreement that it makes absolute sense and there is indeed a crying need for developing the domain of Development Management, as a distinct discipline.

This new discipline would require as its base high quality, world class institutions that can make a difference to the sector and society. These institutions will provide the much needed vibrant & active learning environment to the brightest minds passionate about social change. The institutions will also be at the forefront of research for deeper understanding of the complex multitude of factors that affect development issues. It is very important to realise here that great Development Management institutions will be created by Collective Wisdom and Collective Philanthropy.

(Author Sreedharan is founder and director, Indian School of Development Management (ISDM). Views expressed here are personal.)

ISDM | Published: 29 December, 2023

Hey future changemakers! If you’re reading this, you must be preparing for ISDM’s Online Assessment, which is a critical step that helps us assess your readiness for the program in the admissions process for the PGP-DM program. We know the Online Assessment might seem intimidating at first, but fear not – we've got your back!

Before you start prepping, let's make sure you’re aware of the basics. The Assessment has two main components — an Analytical Test and an English Test. Simple enough, right? If you’re wondering how long the Assessment will be, 40 minutes is all it takes.

Now, you have the option to take the Assessment on your preferred device — desktop, laptop, tab, or even your trusty smartphone. We're flexible like that, although a desktop or laptop might offer a smoother experience. However, if you wish to use an Android or iOS device, please make sure to download the Mobile App first, using the link provided in the Instruction Manual on the Student Dashboard.

Oh, let’s not forget — the Assessment is proctored, so you would need to have your camera and microphone connected and enabled, with a stable internet connection, in a quiet and distraction-free environment.

But hey, we won’t bore you with all the technical requirements here. You can easily find those in the Instruction Manual on your Student Dashboard. We've also curated Preparatory Material, which gives you a sneak peek into the questions that might pop up during the assessment, and added that on the Student Dashboard as well. All clear? Awesome!

With the logistics out of the way, let’s dive into what you’re here for — preparing for the Assessment!

Preparing for the Analytical Test

Let’s look at the Analytical Test first, which evaluates your numerical abilities, attention to detail, data-interpretation skills, logical reasoning and spatial reasoning proficiency.

• Are you worried because you haven’t taken a Math test in years? Just brush up on your 10th grade Math — percentages, ratios, mensuration, basic geometry and statistics. And you’re all set!
• Love playing games? Turn your prep into fun, with games and visual puzzles focussed on spatial reasoning, pattern-recognition, info-logical reasoning, sequencing, Sudoku, and so on.
• If you’re someone who can analyse graphs and datasets, and recognise patterns and identify anomalies, the Analytical component should be a breeze for you!
• If you’re more inclined towards solving questions the traditional way, you could practise with question banks targeting numerical and analytical aptitude — there are plenty available online.

And that’s all! Do these and you’re all set for the Analytical Test!

Preparing for the English Test

Now that we've conquered the intricate tapestry of numerical intricacies and patterns, let us embark on an exploration of the labyrinth of linguistic complexities that underpin the art of communication.

Ahem… sorry we got a little carried away.

Don't worry, this won’t be a plunge into Shakespearean sonnets or arcane literary complexities for eloquent wordsmiths. Our English Test offers a refreshing departure from traditional written assessments, and allows you to showcase your active listening and spoken English prowess in simulated conversations. It is a dynamic assessment that values practical communication skills, making it relevant and entirely manageable. This means that prepping for it is equally easy and intuitive.

• If you enjoy listening to podcasts, audiobooks or TED Talks with a variety of English accents, you’re in luck! The English Test is a breeze for a good listener who is comfortable with accents.
• Love watching English movies, with or without subtitles? Your movie marathons are about to pay off in this test!
• If you want to be better prepared for the Vocab and Grammar sections, you could brush up on English grammar guides and solve practice questions.

In addition to these, you can also look up practice questions for Basic Analytical and English tests online. Just make sure they’re aligned with the sample questions we’ve provided in the Preparatory Material.

Time Management is Key

Alright, seems like we've covered most of the things here, but we hope you remember that our Online Assessment is timed and of 40 minutes only. As you may be aware from your past experience of taking tests of any kind, when time is limited it is important to manage it effectively, so that you can attempt the Assessment in its entirety. This also makes it important to go through sample questions provided by us, especially for the Analytical component, and understand the time you would need to allocate for various question-types. Consider timing yourself when you take practice tests, so that you can find your pace for the actual Assessment.

If you follow these suggestions and utilise the Preparatory Material, you should be sufficiently prepared to ace the test. Did we tell you that unlike many other standardised tests, ISDM’s Online Assessment has no negative marking? Consider that as another concern taken off your shoulders!

Feeling confident yet? All the best with your preparation, and the eventual Online Assessment! We’re rooting for you, and can’t wait to welcome you to the ISDM community!

| Published: 04 December, 2023

In the words of Muhammad Yunus, the founder of Grameen Bank, "Human creativity is unlimited. It is the capacity of humans to make things happen which didn't happen before. Creativity provides the key to solving our social and economic problems." This statement encapsulates the essence of social entrepreneurship and its transformative impact on societies around the world, including India.

Traditional economics, which primarily focuses on growth, often has a myopic view of progress. It measures growth based on output, production, and consumption. This limited perspective fails to account for critical factors such as environmental degradation, pollution, and their consequences. Social entrepreneurship, however, seeks to redefine progress, introducing a broader perspective that considers the well-being of both people and the planet alongside profitability.

Rethinking Economics for a Sustainable Future

Kate Raworth, the author of "Doughnut Economics," emphasizes the need to continuously adapt economic models to serve evolving human values, contexts, and goals. Social entrepreneurs are at the forefront of this paradigm shift, as they aim to merge transformative approaches to profit generation with innovative business models to address societal issues. This approach goes beyond mere problem-solving, adopting a holistic systemic view of economic and social change.

Understanding Social Entrepreneurship

The definition of social entrepreneurship has evolved over time, reflecting the dynamic nature of this field. Zahra et al. (2009) define social entrepreneurship as "the activities and processes undertaken to discover, define, and exploit opportunities in order to enhance social wealth by creating new ventures or managing existing organizations in an innovative manner." Unlike conventional entrepreneurship, social entrepreneurship is deeply committed to creating lasting and positive societal changes.

Characteristics of Social Entrepreneurship

Social entrepreneurship is characterized by innovation, initiative, and the pursuit of opportunities that have a positive impact on social wealth. Whether through the creation of new ventures or the transformation of existing organizations, social entrepreneurs are driven by a mission to address pressing social issues.

Social Entrepreneurship as an Agent of Change

Social entrepreneurship is a powerful force for change, bridging the gap between profit-driven business and social impact. Governments and stakeholders are increasingly recognizing the potential of social entrepreneurs to drive positive change in society. Governments often face limitations in terms of funding and logistics, making the efforts of social entrepreneurs crucial in addressing complex social challenges.

Impact Areas of Social Entrepreneurship in India

Job Creation and Social Inclusion

Social entrepreneurship is making a significant impact on job creation and social inclusion. It addresses issues like gender inequality, physical disability, and racial discrimination by fostering a change in mindset. Organizations are actively integrating marginalized groups into the job market, promoting inclusivity and gradually shifting societal norms.

The Organization for Economic Co-operation and Development (OECD) acknowledges the role of social enterprises as intermediaries that bridge the gap between unemployment and the labor market. Several examples illustrate this positive change, with organizations employing disabled workers and promoting gender diversity in traditionally male-dominated industries.

Financial Inclusion and Microfinance

Financial inclusion is a pressing issue in many countries, particularly India, where a substantial portion of the population lives below the poverty line. Social entrepreneurs have addressed this challenge through microfinance, providing credit to those who lack collateral, financial literacy, or access to traditional loans. Organizations like Grameen Bank in Bangladesh and SKS Microfinance in India have played pivotal roles in uplifting the economically disadvantaged.

Addressing Climate Change

Climate change, a result of resource over-exploitation and environmental degradation, is a global crisis. Social entrepreneurs have taken a proactive role in tackling this issue by promoting sustainable practices, innovation, and collaboration. Examples such as Poonsap Suanmuang's work in Thailand, which focuses on preserving nature through sustainable practices, demonstrate the potential of social entrepreneurship in mitigating climate change.

Healthcare Access

Healthcare access is a fundamental human right, yet billions of people lack affordable, quality healthcare. Governments often struggle to provide solutions due to financial constraints. Visionary social entrepreneurs, like Bill Gates through the Bill and Melinda Gates Foundation, have channeled their resources to address critical healthcare issues, such as HIV/AIDS and tuberculosis. However, a holistic approach to healthcare is necessary, emphasizing prevention over treatment.

The Urgent Need for Social Entrepreneurship

Social entrepreneurship is not a luxury; it is a necessity. Our collective future depends on adopting regenerative approaches to business and economics. The challenges we face today, from climate change to healthcare disparities, require immediate action. Social entrepreneurs are leading the charge, but they need support, especially from the younger generation.

The Role of the Youth in Social Entrepreneurship

The younger generation holds the key to a better future. Their enthusiasm, commitment, and innovative ideas can drive positive change. The entrepreneurs of tomorrow must strike a balance between profit and a mission to achieve global prosperity and harmony. By embracing social entrepreneurship, they can be the change agents the world desperately needs.

How ISDM is changing the landscape of social entrepreneurship?

The Indian School of Development Management (ISDM) offers a unique opportunity for individuals to advance their careers in the social sector. ISDM's flagship Post Graduate Program in Development Management is tailored to the specific needs of this vital domain, blending the principles of business management with the challenges and opportunities of development projects.

In conclusion, social entrepreneurship is a powerful force that is reshaping how businesses and economies operate in India and around the world. With a focus on holistic progress, it addresses pressing societal issues and offers solutions that traditional economic models often overlook. The younger generation has a pivotal role to play in this movement, and institutions like ISDM are ready to equip them with the tools and knowledge needed to make a real impact in the social sector. By embracing social entrepreneurship, we can create a more inclusive, sustainable, and prosperous future for all.

Gaurav Shah | Published: 24 November, 2023

The last 8-12 months have given me a fabulous opportunity to interact with a lot of young, bright individuals studying different streams in some of the best colleges in the country, working as fellows and staff in the many social fellowships being offered today and especially those who have applied to ISDM’s 11-month Post Graduate Program in Development Management.

I realized that a lot of such interactions ended with a common question from the participants on why they should really consider working in the development sector, almost hinting that it would be akin to a sacrifice if they were to do so! Responses to questions like this would at times almost become a sales effort to convince people to join this sector so very soon into this journey I decided to flip the format in these discussions. I would start by asking people why they wanted to work (if at all!) in the development sector. The answers were diverse, interesting and very enlightening:

The Country Needs Me: With a worldwide rank of 131 out of 188 countries on HDI, 97 out of 118 countries on the Global Hunger Index, 76 out of 168 countries on Corruption, 114 out of 132 countries in stunting amongst children aged less than five years etc. there is no doubt that our country needs the brightest people to solve these most complex problems. But this call to action from the nation to its citizens is true for millions of other people and does not answer the question of why that person should be you. Work in this sector requires the ability to be patient, to deal with immense ambiguity/complexity and to have the mindset of looking at change over a long term. For people to be able to last in this space and actually create sustainable change, the reasons to be here need to be more personal and internal!

Personal Guilt: “I have got so much in life, I should give back to society as well”. Seemingly a good enough reason and for many it lays the foundations of being a good human being – at least you don’t have the sense of entitlement that a lot of people live with! While this reason can work from a philanthropy/charity standpoint (because it’s the easiest and most non-invasive form of giving back), this logic might break down in the face of adversity and challenges while working full-time in this sector. At some point, people tend to fall back on the realization that the “Ovarian Lottery” which has resulted in them being born in favourable circumstances is really not their fault and is nothing they should feel guilty about!

Social Power: The term “Giving Back” has a certain inherent hierarchy to it – There is a giver and there is a receiver. As for everything else in this world, the giver is always bigger than the receiver! This is the attitude that most funding and aid agencies have towards implementation organisations. If this is the reason one wants to work in this sector then at some point or the other it will lead to personal arrogance. The question one needs to ask oneself is have the people we are trying to give back to really reached out to us individually for help? Or was it our choice to do something for them?

Personal Happiness and Satisfaction: In my experience, the only sustainable reason to work in this sector is that it does something for you as an individual – it gives you satisfaction or a sense of happiness that you were struggling to find elsewhere. The reason therefore is selfish and has a lot to do with benefiting yourself rather than others. This has an eerie similarity to Adam Smith’s concept of self-interest (of course used in a very different context!)

Given the magnitude of social issues facing our country, we definitely need bright, passionate, empathetic individuals to take a deep dive into understanding these problems and devote themselves to solving them. Insights into the self to understand the reasons behind doing the same would go a long way in ensuring longevity, effectiveness and personal happiness.

Tias Dutta, Christie Maria James and Souparno Chatterjee | Published: 16 November, 2023

Not an IIT, IIM degree, but it’s the right mix of skill and will that a development sector aspirant should mandatorily possess

A fulfilling career in the social sector necessitates the right mix of academic knowledge and practical experience. Academic knowledge, gained through formal education, provides a strong foundation of theories, concepts, and research methodologies that can inform and guide one's work in addressing social issues. This equips professionals with the analytical skills to understand the root causes of problems and the ability to develop evidence-based solutions. However, practical experience is equally vital, as it offers a real-world perspective, enabling individuals to bridge the gap between theory and application. It allows them to develop a deeper understanding of the communities and individuals they serve and build the interpersonal and problem-solving skills essential for effective intervention.

In a first-of-its-kind conference, Dialogues on Development Management (DoDM 2023), organised by ISDM to dive into the need for nurturing management for social change organised on 20 Sept 2023 in New Delhi, the house led by Rajesh Tandon (Founder-President, PRIA (Participatory Research in Asia)) and Wilma Rodrigues (Founder-CEO, Saahas Zero Waste) unpacked the prerequisites for a successful career in development sector.

The conversation emerged during the session Growing with Purpose: People at the Core presented by ISDM and PRADAN (Professional Assistance for Development Action). While ISDM believes in creating a generation of passionate Development Management professionals equipped with management skills, knowledge and experience for delivering social impact at scale, PRADAN brings educated professionals as catalysts to work alongside rural communities to empower vulnerable populations as drivers of change towards a decent life.

According to the speakers, practice takes a precedence in order of importance. While ‘skill’ comes from degrees, ‘will’ comes from experience and practice. Rajesh also indicated the role of COVID-19 in changing the perspective towards labour in the sector. He mentioned that, unlike earlier, COVID has made us realise that labour and work in the frontline is no less. They just lack a formal degree but excel at execution.

Wilma mentioned how an organisation can achieve this mix among young professionals starting off. She said that young people must be trained professionally for the right skills. However, the willingness and empathy for a cause come through exposure. They need to be exposed to and experience the problem first-hand. “You cannot promote participation without empathy,” she said. Alternatively, she pondered that hiring people directly from the community can be achieved when they have access to the right education and skill sets. Adding on to this, she said “A professional should do his work unsupervised, which cannot be achieved until someone is exposed to the complexities of the issue.” Saahas Zero Waste, which works towards sustainable waste management, advocates for putting young professionals in villages without toilets to understand the intensity of the problem.

Advocating for the role of a qualification or a degree, Rajesh mentioned that engineers and management graduates are equally crucial for the sector. “Technology does not replace humans but it increases efficiency,” he mentioned. Solutions in the social sector need contextualisation to the socio-economic and cultural factors. Tech know-how and management exposure help professionals adapt solutions to the context. This expertise also helps understand the laws of the land better to ensure smooth operations. Considering India’s complexity and federal structure, an organisation must be wary of local and national legalities to function. One also needs to understand politics, business institutions, and communities that primarily influence the design and modes of interventions.

Speaking of the changing context of attracting and retaining talents, Rajesh and Wilma mentioned the increasing demand for professionals in the sector; however, adapting them to the organisation's specific needs remains a challenge. While many organisations like PRIA had to expand their physical presence to remote areas in the past to attract and keep talent closer to the ground, nowadays, peer pressure and pay force young people to look for opportunities in cities. To bring in the right mix of skill and will among the social sector aspirants, colleges offering degrees for professionals should have a compulsory ‘credit-based community immersion’ programme to acquaint the talents with the expectation vis-à-vis the realities and whether they want to sign up for this for a long haul. Policy studies should be linked to policy implementation, which can only be achieved with on-ground exposure.

During the second session of the fireside chat, Mathew Cherian (Global Ambassador, HelpAge International), Ajaya Samal (Integrator, PRADAN), and Aakash Sethi (Founder-CEO, Quest Alliance) focused on people’s perspectives on how an organisational culture can and should stay unchanged when organisations scale. Mathew mentioned that in the voluntary sector, compensation is not commensurate with what IIT and IIM graduates get elsewhere. Therefore, growth and scale-up must happen voluntarily and be driven by ethics and values. Talking about scaling organisations by design, Aakash pointed out whether one or two leaders or cascading a leadership architecture across the board should be involved in designing. He reiterated that leadership development is not equal to training programs but more about organisation making. Driving change becomes a practice of leadership, shaping the organisation's culture.

"As organisations grow, whether people inside also grow becomes a question of the core," added Aakash. He emphasised that the performance management system is also about knowing about career trajectories and possibilities to set growth opportunities. He espouses the idea that the individuals rather than the organisations should own individual growth possibilities and selection of the growth path.

Responding to how value and culture play a role in leadership, Mathew pointed out that ethical leadership needs accountability and transparency. Respecting the staff and partners is extremely important. The way the lowermost person is treated reflects an organisation’s culture. If there is participatory leadership, leaders should also know when and how to listen to their staff actively. Half of the job is done when people’s contribution is ensured in an organisation’s growth and it's an integral part of the culture. Adding to this, Aakash mentioned that people, despite their designated roles and hierarchies, must be facilitated to participate in decision-making. There needs to be a space for dissent, significantly narrowed down by power and role hierarchy now.

Ajaya pointed out the other aspect of people’s perspective in an organisation’s development- grooming of young development professionals should consider them to be at the core, at the centre, to carry ahead the development action in the future and among the organisation leaders. The teams or the individual work units can provide the environment necessary to nurture an individual’s leadership abilities. They should be supportive and mutually helpful like members of the same family, physically and psychologically.

About authors:

Tias Dutta (Communications Manager, Dissemination and Publication Centre, ISDM)

Tias is a development communication professional with over 10 years of experience in reputed Government and Non-government organisations. Her expertise lies in ideating and developing content for all communication channels, end-to-end execution of communication products, simplifying information into consumable content and executing engagement platforms and events. Tias also provides communication training to various stakeholders. Her strength lies in strategising communication based on audience behaviour and needs. Tias is an alumnus of Indian Institute of Mass Communication (IIMC).

Christie Maria James (Manager, Program, Global Knowledge Hub, ISDM)

With over 7 years experience as a development professional, Christie has extensively worked in the field of gender. With a focus on women’s health rights, awareness on gender based violence, livelihood enhancement etc, Christie has worked with varied organisations where she has implemented and managed projects.She has a bachelor’s degree in Journalism from Kamala Nehru College, University of Delhi, and a Master’s Degree in Social Work (Criminology and Justice) from Tata Institute of Social Sciences in Mumbai.

Souparno Chatterjee

Souparno is the Team Coordinator of the Resource Mobilisation, Communications, and Partnerships unit at PRADAN, a national NGO focusing on rural development. He specialises in Development and Corporate Communications and has anchored PRADAN's communications initiatives over the past eight years. Souparno is based out of Delhi NCR.

It was June 2001 and I had arrived in life. Or so I thought! Students had landed up at IIMC with various objectives – to learn, to build their CV, to get an amazing job, to build careers and even to get a great spouse (not necessarily in that order)! I had landed there more through a process of elimination than one of selection.

Post Engineering, an MBA seemed the next logical step in this (seemingly unending?!) exploration called life and so after a fair bit of effort and toil here I was at the hallowed portals of the premier Business School in the country.

The next 2 years were a bit of a whirlwind and amongst the best days (or daze?) of my life. Looking back I definitely learnt a lot at B-School but more than the subjects I learnt how to work in teams, hold my own amongst some of the best brains in the country, work under pressure (time and performance) etc. We had some outstanding professors and under their guidance we developed a fairly holistic understanding of how business happens and how successful organisations are built in the corporate sector. Somewhere along the way, with the hoopla we have created around the IIMs, we also started believing that we were the best in the country (of course life has a way of showing us a mirror!)

IIMs have been criticized for the disproportionately high focus on placements versus learning. Our brand at some level is derived from the nature of jobs and salaries our students get. While this is great, it also puts a lot of undue societal pressure on the batch to get the top jobs and salaries. As luck would have it the economy was in a downturn, 2002 and thereafter 2003 were really pathetic years for placements. It was a struggle even getting the entire batch placed and in that backdrop I was fortunate and blessed in landing up with a Day 0 placement at one of the top FMCG companies in the world. I had now truly arrived! (or so I thought).

The next few years were spent working in sales and then consulting across the world from a Raipur and Jabalpur to New York and Tokyo. From expanding the distributor branch network in Chhattisgarh and Madhya Pradesh, to ideating on reengineering ideas for business units across the world to recommending manpower rationalization for one of the largest third party lingerie manufacturing units in Sri Lanka, the breadth of work was exciting, challenging and multi-dimensional. There was a time when I was only travelling business class, on international sectors and so early in life. Corporate life taught me a lot about structured thinking, taking accountability, keeping focus on the outcome (more than the process), communicating and presenting effectively etc. The commonality of purpose (profit, growth) was remarkable in its (unquestioning?) acceptance across the hierarchy within an organisation and across different organisations. But there was something missing, at least for me. I didn’t know what it was at that time but in retrospect I think I was missing a soul, a purpose and a larger life vision. When I saw what I would be doing 5-10 years down the line it just did not excite me. Most people I’ve met in life really want to do something useful in life, add value and make a difference to this world. Different people find this purpose in different sectors and areas of work. For me it was clearly not in the corporate world.

So what took me so long to come to this realization. It wasn’t a sudden, I woke up in the morning a new man, kind of epiphany. It was a thought process which evolved over many years and through a lot of experimentation. For a lot of people, the societal definition of success (money, power, fame etc.) may not match with their personal definition of success (what makes them happy, what they want to be remembered for). We continue doing things which don’t necessarily give us happiness or satisfaction because we place more weightage to what society expects from us or defines as success for us. The day we decide to flip this balance is when we are finally able to make the move. And this day comes at different life stages for different people (if at all), some at the beginning of their work life some towards the end of it.

While taking the decision to move from the corporate to the social development sector was really liberating, I hadn’t the foggiest idea of what I really wanted to do in the development sector, which particular sub sector (health, education, livelihoods, etc.) was I really interested in, what kind of work would I be good at etc. So like a true blood consultant I started by doing some secondary and primary research, doing pro, con analysis etc. trying to understand the sector and understand myself a little bit better (While technical and B-School education focuses a lot on understanding the external landscape, people would definitely benefit a lot more from spending time understanding the self – would help in making more informed and appropriate decisions in our lives and careers!). And as a true blood consultant I started engaging with the sector by doing a variety of projects – in financial inclusion / microfinance, HIV and Nutrition, Impact Investment, education etc. I was doing what I knew best (structured problem solving, data crunching, budgeting, program management, communication, goal focused output orientation). I worked on turning around the supply chain of a HIV nutrition project to ensure minimum food wastage for a low shelf life food product and ensure ontime food availability for the children who needed it. It was satisfying like nothing I had done earlier. Building project implementation plans, I realized that I was able to look at things more holistically and identify relevant elements to go into such plans which other ‘technical’ folks were not able to do with as much ease. Clearly my management background was helping me approach things in a different way and helping me create a niche for myself! Was I finally arriving in life? Don’t know but I was surely on the right path and getting close…

Over time, however, I started feeling the need to understand the development sector a little better from the inside. It almost felt like I was just swimming on the surface and engaging with things at a very superficial level. There were many questions which came to mind and differences between the corporate and development sector started becoming more and more obvious

• What does ‘development’ really mean? what are the various ways of looking at it, what are the values underpinning development etc. Different people have their own take on ‘development’ and the elements it encompasses – economic, social, cultural, emotional, spiritual, moral, political – and that gives rise to a lot of debate, discussions and arguments to even begin to understand what the other person is really talking about.
• Things weren’t as clear in terms of defining the ultimate goal or output (compared to profit or growth) and the way to achieve that. While most people agree that ‘good’ education’ is a key factor for social development, there are multiple viewpoints on what constitutes a ‘good’ education and thereby many different interventions for making that a reality. While output parameters for an intervention can be identified easily, chalking out a clearly defined theory of change which translates that into relevant outcome and impact parameters is by no means easy
• I started realizing that this sector has a fairly different ethos, culture, identity compared to what I was used to. Humans are no longer looked upon as ‘resources’ (human resources, like physical resources) but as people who have agency. Financial incentives and perks are no longer the primary factors drivers for performance, there are deeper reasons for people to be working here (in higher proportion than in the corporate sector). Decision making and culture creation in social organisations needs to be based on values arising from this outlook on human beings (less hierarchical, more democratic, driving consensual decision making).
• In this entire issue of defining and attaining outcomes, the process also becomes really important and therefore goal orientation needs to be supplemented with an insight into the appropriate and acceptable way of getting there. Given that we are dealing with people and lives, how do we engage and keep people involved at every stage of the work. We were once designing a capacity building programme for Government School Head teachers in one of the northern States in India. As a consultant, I had suggested that we should design the programme internally and roll it out to the government since it would give us the best chance of designing something first rate. The team lead told me that he was actually happy with a 50% programme developed out of a collaborative process since it would have a higher chance of acceptance rather than a 100% internally developed programme which would be a non-starter. It took me a while to accept the wisdom in this statement.
• The problems themselves required a fairly non-linear and multi factor problem solving thought process and approach (“Wicked Problems”). One needs to be able to take a systems thinking approach to define issues and evaluate solutions in this space. Simplistically, I can solve the issue of harmful effluents from my factory by disposing it in the nearby river (a common practice in the corporate space), but taking a more holistic systems approach will tell you that this is just unacceptable as a solution as it will create many more problems for the stakeholders around you!. Or, you work really hard to solve the ‘quality of education’ issue in a village / block to suddenly realize that people with better education have higher/different aspirations and they start migrating out to cities for better life options. So working on one issue has given rise to another where cities are not equipped to deal with this influx and villages are dying out.
• Since this sector corely / directly deals with lives and deaths of people, is there a chronology to a social change intervention? What do we do first and what later? How can we look at social change more holistically rather than in a silo’ed sectoral manner. After all, an individual cannot be broken up differently into education,, livelihood, healthcare etc. He/She is one whole person.

I started realizing that as a consultant, I was able to engage and provide inputs in fairly peripheral areas but if I had the ambition and aspiration of actually building world class social organisations to deliver sustainable social impact at scale then I definitely needed to understand this sector better and also understand how to build appropriate organisations, design and deliver sustainable and scalable interventions and build collaborative ecosystems to make the right kind of change happen and stick. Given the magnitude of issues at hand and the number of lives at stake, god knows we need to be much more collaborative and systems driven.

This is how the idea of actually setting up a world class educational institution devoted to reimagining how we should look at leadership and management for this sector actually came about – an institution which could act as an anchor to catalyse the creation of entire ecosystem around Development Management and help establish it as a discipline with its own unique body of knowledge derived from working on the ground with practitioners and over time as an aspirational profession.

The 1 year full time PGP in Development Leadership is being designed by the sector for the sector and will help produce leaders who can straddle both the worlds (field and funding) – people who understand development and can build strong, robust social organisations with the appropriate strategy, structure, process, systems and culture so as to deliver good quality sustainable social impact at scale. 

I feel that I have now (finally…phew!) started arriving in life…!

To find out more you could visit our website (www.isdm.org.in) or write into me ([email protected])

by Mridul Upadhyay | Published: 02 January , 2024

The Driving Force for India's Future

In the vast landscape of India's societal evolution, the role of millennials stands as a pivotal force that can shape the future trajectory, especially in critical sectors like education, philanthropy, healthcare, livelihood, and women empowerment. The question that echoes is whether this burgeoning population of millennials can constitute an efficient and effective workforce capable of executing the ambitious roadmap laid out for a nation of 130 Crore individuals. The answer lies in recognizing the unique positioning of millennials, both externally in their developmental stage and internally in their capacity to contribute meaningfully to societal goals.

Embracing the Era of Possibilities

Unlike the generations before us, millennials are not constrained by the sole objective of survival. The prevailing notion of insecurity, perpetuated by societal norms, is a falsehood that seeks to limit our potential. Instead, we find ourselves in an era where the pursuit of basic living standards and human rights for all is a tangible goal. This shift in perspective allows us to explore careers that not only offer financial stability but also a profound sense of contribution to a greater purpose. As the perception of security takes root in our lives, the preference for a meaningful career becomes the norm.

Passion as the Driving Force

In the realm of achieving extraordinary feats, it's the passionate individuals who leave an indelible mark. The adage, "whatever was easy to do has already been taken up and done, only the hard one is left," holds true. Passion fuels the relentless pursuit of knowledge, skills, and attitude necessary for significant accomplishments. Millennials, armed with passion, possess the potential to bring about transformative change, provided they receive the right guidance and exposure to essential elements like knowledge, skills, attitude, and values.

A Critical Examination

While the passion of the millennial workforce is undeniable, the question arises: Are they receiving adequate guidance? A critical examination of the National Youth Policy 2014, a comprehensive document addressing 600 million young people in India, reveals an imbalance. The policy emphasizes education, skills, and employment extensively, with 106, 72, and 46 references, respectively. Surprisingly, the term 'Harmony' garners a mere five mentions, and 'peace' receives zero acknowledgment throughout the document. This raises concerns about the guidance provided to the youth and the priorities set for their holistic development.

The Need for Specialized Institutions

In addressing these concerns, we must ponder whether institutions dedicated to the development sector, comparable to the prestigious IIMs, exist. If they do, why haven't issues like the aforementioned policy gaps been raised? The absence of a robust approach in guiding the nation's 600 million youth for the past five years demands a shift toward systems thinking, reflective practices, and a visionary approach. This shift is crucial to providing the right direction, training, and leadership development to the youth, steering clear of negative unintended consequences.

The Role of Specialized Academic Institutions

The need of the hour is academic institutions as formidable as IIMs but exclusively dedicated to social sector leadership and workforce development. These institutions should instill a systems thinking approach, emphasize reflective practices, and nurture visionary leaders capable of addressing societal challenges at their roots. The curriculum must go beyond traditional management teachings, fostering a passion for meaningful change and providing a practical approach to turn that passion into optimal impact.

Human Rights and Collective Responsibility

Delving into the wisdom embedded in the Universal Declaration of Human Rights (UDHR), particularly Article 29, underscores the importance of duties to the community for the free and full development of one's personality. The interconnectedness highlighted by phrases like "human family" and "spirit of brotherhood" emphasizes our collective responsibility toward each other. As free and equal beings, we are born with the inherent ability to distinguish right from wrong and should act toward others in a spirit of friendliness. These principles serve as compelling reasons for the youth to actively contribute to the well-being of their motherland.

Nurturing Change for a Better Tomorrow

Our peace and happiness are intertwined with the collective experiences of those around us. The lack of a viable alternative to our motherland and the inaccessibility of habitable spaces like Mars and the Moon underscore the need to address issues at home. The imperative lies in proving that despite sharing genes, we can break free from harmful habits that have led to adverse situations. This pursuit is not merely for personal gain but to craft a narrative of positive change to share with future generations. It is our chance to face the future with pride, having contributed meaningfully, rather than succumbing to the guilt of inaction.

Bhagat Singh's Legacy: A Call to Action

As we reflect on our purpose at the age of 25, 30, or 32, Bhagat Singh's legacy serves as a poignant reminder. A 22-23 year young revolutionary, he wasn't mad; he was driven by a profound sense of purpose. Now, as individuals in our mid-twenties and beyond, we must ask ourselves: What do we have in our lives to be proud of, or what are we working towards? The answers lie in our ability to contribute meaningfully, to realize India's potential for positive transformation.

Concluding Thoughts: ISDM and the Path Forward

In concluding this exploration, the relevance of the Indian School of Development Management (ISDM) becomes evident. ISDM stands as a beacon of hope, illuminating paths for socially conscious leaders who understand the nuanced complexities of societal challenges. By shaping change agents capable of dismantling systems that perpetuate injustice, ISDM plays a vital role in the collective journey toward realizing India's true potential. As we navigate the future, let ISDM be the guiding light that empowers individuals to contribute meaningfully, creating a future where every citizen is treated with dignity and equality.

by Aalika Anne Peres | Published: 22 January, 2024

My name “Aalika”, is a combination of the names ‘Aaliya’ and ‘Mallika’. Aaliya means ‘sublime’, while Mallika means ‘Princess’, and clearly choosing between the two was harder than my parents had envisaged. The life they gave me too, was a combination of these two words- that of an ‘Exalted Princess’, in many ways. Having lived a childhood of sheer privilege, insulated from the hardships that a majority of children from our country (perhaps even the world) face, there’s almost little or nothing I could complain about. Perhaps, what I thought were hardships were sluggish wifi, a cold pizza upon delivery or at worst a lost cell phone!

After having recently completed the 2-year Teach for India Fellowship, wherein I taught 72 children from less privileged families at an under-resourced municipal school in Goregaon West, Mumbai, I found myself having a lot more to thank God for. I had to revisit and alter the very definition of the term ‘hardship’ as I had previously known it. I saw mothers wait in queues for hours to fetch water, children attempt to do their homework in the absence of electricity and alcoholic fathers slap their 8 year old daughters for making irregular shaped rotis...

My days were busy and tiring. And to be without electricity, no access to clean toilets, on my feet all day and projecting my voice beyond my limits was not easy, given my otherwise comfortable and sophisticated life. Yet, I was extremely thrilled in my new environment- I gained valuable insights into the lives of people starkly different than myself and I grappled with difficult situations in the classroom and in the nearby communities. To quote Robert Frost, “two roads diverged in a wood, and I took the one less traveled by, and that has made all the difference.” While the street foods tested my immunity, a handful of students tested my patience regularly. But these life lessons were extremely enriching and will surely hold me in good stead.

At the end of each school day, I longed to get back to the comforts of my Grandmother’s home in South Bombay- her warm presence, delicious non-vegetarian food, beautiful apartment, my bedroom with clean linen and en suite toilet. But after a good night’s rest, I woke up refreshed and excited to get back to my bubbly bunch of 72, who taught me to live each moment with utmost simplicity, humility and most importantly-maximum contentment.

It was as if I had one foot in the ‘faraway land’ of Cinderella and the other busting it out. I sometimes wondered how long I’d be able to live this paradoxical life and if either world would make me irrelevant and unfit to live in the other. This dual life that I led, surprised many as it sometimes did even raise questions in my mind. But never once did it raise questions in my heart. Every toothless innocent smile, every tinyshiny face and high pitched scream of my students, reaffirmed my choice to join the social sector.

As I boarded the 10:32 am Bhayandar fast local train from Churchgate to Goregaon each morning in my churidar-kurta, I slowly slipped into my “teacher avatar” eagerly waiting to reunite with my kids. And on the 7:16 pm train back to Churchgate, all I could think of was my hot water shower and the delicious hot dinner that awaits. The train rides back and forth transported me literally and metaphorically from one of my worlds to the other. One ascribed to me by birth and the other consciously chosen by me. I’m truly blessed to be surrounded by such wonderful people in both these spheres- it enables me to be understood, relevant and authentic in either context.

While growing up, I’d hear a lot about the charitable and benevolent ways of my grandparents and other elders around me. Their retirement plans would often include “giving back to society” and engaging in community service. It was a noble thought indeed. However, it’s high time now that careers in the development sector become mainstream or even default career options for many, rather than mere retirement plans. There’s so much to be done in terms of improving the education, healthcare, livelihood, sanitation, housing, poverty and hunger situation in our country. This work is largely recession proof, there’s no retirement age and it’s insulated from the ruthless lay offsthat loom large in the corporate space today!! An authentic development professional will really never be out of work- atleast not for a long time to come.

For now however, I’m bracing myself for all the challenges and opportunities that the social sector puts before me. Over the past 4 months at the Indian School of Development Management, I have been exposed to the extent and severity of the various development issues that plague our immediate society and have seen first hand a few of these issues play out in Alwar, Rajasthan earlier this month as part of the ‘Rural Immersion Programme’. Having interacted with practitioners who have been working in the field to better the lot of people in one way or another, I have been deeply moved and inspired to act.My heart burns for justice and yearns for change. And to quote Frost again, “I have promises to keep, and miles to go before I sleep, and miles to go before I sleep.”