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Apart from core papers, the institutes are also offering the flexibility to choose both a major and a minor. For instance, a finance student can choose information systems or business analytics as a minor subject.From siloed teaching to interdisciplinary educationMore broadly, the sector is witnessing a decisive generational shift. Leading institutions are replacing traditional, siloed teaching with interdisciplinary learning that bridges technology and managerial judgement. They are also investing in faculty capability through research collaborations, industry exposure programmes, and curriculum co-creation with technology leaders so that what is taught reflects what is genuinely needed in the boardroom and on the ground.Speaking to TOI, IIM Visakhapatnam director professor M Chandrasekhar said these technologies are no longer peripheral tools as they are reshaping the very nature of leadership. “A business leader today who cannot engage intelligently with data, or who treats AI as a black box, operates at a significant disadvantage. At IIMV, we believe the most effective leaders will be those who can bridge the human and the algorithmic: who understand what AI can and cannot do, who can translate data insights into strategic action, and those who can lead organisations through technology-driven disruption without losing sight of people and purpose,” he said.Prof Chandrasekhar added, “Automation is freeing leaders from routine cognitive tasks, raising the premium on creativity, ethical reasoning, and adaptive thinking. Our pedagogy is deliberately evolving to develop exactly these capacities through case-based learning, simulation, and live industry projects that put students in decision-making roles where data is abundant, but wisdom remains the differentiator. For instance, IIM Visakhapatnam is pursuing active collaboration with top European universities for joint programmes relating to MBA with AI and innovation. IIMV is also investing in AI lab for increased activity-based learning components in our programmes.”Empathy, compassion, ethical judgement must come from biz leadersWhen asked what challenges faculty and institutions face when incorporating emerging technologies, several experts said that the challenges are real and should not be understated. The pace of technological change consistently outstrips the pace of curriculum revision. What is cutting-edge today, a particular AI tool or data platform, may be obsolete within two years. This demands a fundamentally more agile approach to syllabus design, which many traditional academic structures are not built for.Professor Raja Phani Pappu, dean of GITAM School of Business at GITAM Deemed to be University, said that the decision-making process is already being empowered by AI.Decision simulations are now being conducted and are complementing traditional case studies. “Similarly, interdisciplinary education is becoming increasingly important, and learning outcomes are being designed to adapt to constant change. However, students as future managers must still apply empathy, compassion, emotional intelligence, and ethical judgement when making decisions. They need to remain humane. While machines may develop such capabilities in the future, at present they primarily provide data and suggest directions; the final judgement still rests with the manager,” said Raja.Human-centered management skills remain keyAccording to experts, the core of management, that includes, strategic thinking, people leadership, financial acumen, remains essential. But the envelope of competencies has expanded considerably. Data literacy is now a baseline expectation, not a specialisation.Dean (academics) at IIM Visakhapatnam prof Vijaya Bhaskar Marisetty said that students must be able to read, interrogate, and critically question data-driven insights. “Beyond that, competencies in AI governance, responsible technology deployment, and digital transformation leadership are becoming indispensable. Equally important are skills that are resistant to automation: empathy-driven leadership, ethical reasoning, cross-cultural communication, and the ability to build trust in complex, uncertain environments. At IIMV, we also place great emphasis on entrepreneurial thinking and innovation capability, skills that allow graduates to create value, not merely capture it,” said Marisetty.Keeping pace with rapid tech changeFaculty development is another significant challenge being faced by management institutions. Building deep expertise in AI and data science requires sustained investment in time and resources. “We are addressing this through structured faculty development programmes, visiting practitioner models, and strong industry partnerships that bring domain expertise into the classroom. Infrastructure is a third dimension. Quality AI education requires access to computing resources, data environments, and simulation tools. And finally, there is the question of balance: technology must serve the purpose of developing leaders, not become an end in itself. Institutional clarity on this point is essential,” added IIMV director prof Chandrasekhar.Prof Raja Phani Pappu said, “Management education is evolving towards a more modular and lifelong learning model. One of the most important lessons for students will be understanding when to trust technology and when to rely on human skills, because the most difficult skills are often the human ones. With the growing involvement of AI, automation, and emerging technologies, the role of managers will continue to centre on creating value while empowering people. Managers will need to balance the interests of both stakeholders and shareholders.”
