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We would like to understand a few key highlights about Coursera. Many people are aware of it, but for those who are not, how would you explain it? Well, I would first ask them, how are you not aware of it? But that’s on a lighter note. Broadly speaking, if we talk specifically about India, Coursera is one of the world’s largest online education platforms. India is our second-largest market, with close to 32 million learners, surpassing even Europe in terms of learner base. Picking up from our earlier offline conversation, Coursera’s core philosophy is that education should be accessible to everyone, everywhere. Through this platform, we are revolutionizing the way education is delivered in India and globally. Today, we are supporting governments in delivering last-mile connectivity in terms of education and skill-building. In India, we are not only focusing on learners but also on how technology is evolving. Coursera’s India Development Center is at the core of this transformation. We are building in India, for India, and for the world in terms of technology and innovation. What is the purpose of coming to this part of the country? How is it different from the mainland? As I mentioned earlier, India will truly be developed in every possible sense — what we call Viksit Bharat — only when we see a Viksit Northeast as well. For us, being here is about ensuring last-mile connectivity in the northeastern part of India. I am expecting to meet leaders from the government and the public university ecosystem here to understand how we can collaborate and bring Coursera to the citizens and students of the Northeast. How do you see the acceptance of courses taken by institutions or professionals? Is it more inclined toward new-age learning, or are traditional courses also in demand? If I speak specifically about campuses, what we have seen so far is that they are looking at both domain-based learning, which we are strong in, and emerging technology courses. Our edge lies in today’s emerging tech and future-oriented programs. We see both students and teachers taking courses in domain subjects as well as emerging technologies. When we see forums like this bringing together technology partners, startups, academicians, and government representatives, how does such a forum help the community at large? I think you have the whole ecosystem here — that’s how I would put it. You have policymakers who are responsible for influencing and creating policies. Then you have stakeholders from campuses who have been very vocal about what they expect from the government and corporates. When this entire ecosystem comes together in discussion forums and roundtables, they can reflect on different ideas. I personally picked up a few points from what the school education chairperson and others discussed earlier. There are key takeaways for me as well, and I am sure there are valuable takeaways for people from schools, colleges, and policy backgrounds. Such discussions help in exchanging ideas and shaping collaborative action. How does Coursera fit into this model? How do students generally enroll? The re-engagement level on our platform is quite high. Broadly, we operate in two models. One model is direct-to-consumer, where individuals visit the Coursera website, subscribe to courses, start learning, and move ahead in their careers based on their learning goals. The second model involves working closely with campuses, governments, and corporates. In this case, they identify specific skill sets they want to impart to employees, citizens, or students to enhance employability. For campuses, the focus is on strengthening curriculum and enhancing employability. For governments, it is about skilling citizens as well as students in colleges to make them future-ready. If we are looking to create a talent pool driven by AI and other emerging technologies, governments have already started focusing on this. I believe we are at the right place at the right time. A lot of innovation is happening, and we are witnessing significant changes across governments, corporates, and institutions. It was wonderful having you at today’s event. Any final thoughts? Thank you so much for having me here. I must also appreciate ArdorComm Media for organizing phenomenal events across India over the past few years. You bring together diverse groups of people in meaningful forums and help them ideate and exchange best practices. Whether it is through push or pull — I’ll leave that to you — but you are doing a phenomenal job. Congratulations once again.  

We would like to know more about your organisation — the various streams you offer, the student strength, and the USP of the university. Dayananda Sagar University is about 10 years old in Bengaluru, and it is one of the first AI-first universities in India. The objective of the university leadership is to introduce Artificial Intelligence right from academics to administration and in all activities concerning students and faculty. Given the large component of technology and healthcare courses in the university, a lot of interdisciplinary research and application of AI across these streams is currently underway. As we speak, the university team is working very hard to collaborate with NVIDIA and set up a Centre of Excellence in Artificial Intelligence, perhaps the first of its kind in the country, at our main campus in Bengaluru. Dayananda Sagar University also has several other departments, such as the School of Law, the School of Computer Applications, the School of Health Sciences, and the College of Journalism and Mass Communication, which I head. We believe that along with technology and healthcare advancements, we also need good human beings. Arts and humanities are critical components of education. This is where interdisciplinary research and academic activities help. As the world moves closer towards Artificial Intelligence — almost like a race — at some point we must pause and ask: what is happening to real human qualities such as critical thinking and analysis? Arts and humanities will play a very important role here. A balanced academic approach is what strengthens a university like Dayananda Sagar University. With so many developments in new-age learning, where does teacher training stand? What developments are happening in that area? As a conscious policy at Dayananda Sagar University, we train teachers in an interdisciplinary manner. Teachers who teach technology or healthcare-related subjects must compulsorily include components from the humanities — whether it is soft skills, dealing with patients, interacting with students, managing clients, or working in management streams. They need knowledge of sociology, psychology, and human behaviour. Understanding how to approach human beings and how to pass on thoughts and training is crucial. On the other hand, teachers in humanities also need some technical training. Today, without technology, you cannot even run a classroom or upload notes. So we must strike a balance and bring both sides together midway. In journalism and mass communication, do students see it as a lucrative, polished, or materialistic sector, or are they entering it with a sense of service to society? How is today’s generation approaching it? That’s a very interesting question. I think students who choose media, mass communication, and journalism do so primarily because they are genuinely interested in it. However, what I find lacking is awareness at the school level. Not enough is done in the curriculum to inform students that there are excellent career opportunities in media, digital media, social media, advertising, and public relations. Mass communication is not just journalism; it includes all these allied fields. Students who are aware of these opportunities pursue it as a career option. More than service to society, I think many are excited by the idea of doing something different from their peers. Media and entertainment today are among the largest sectors globally in terms of turnover, and technology is transforming this space significantly, creating more opportunities. So awareness must be built at the school level to encourage more students to voluntarily take it up and excel. In forums like this, where corporates, government entities, and academicians come together, how do such platforms help the larger community? This is a fantastic forum because it brings together policymakers, faculty, university leadership, and administrators — at both school and higher education levels. Today, many of us are working in silos. We are not talking enough to each other or exchanging ideas. When we work in isolation, we tend to believe that our way is the best way. Only when we meet others — even competitors — do we learn from their best practices. A platform like this brings together people from diverse backgrounds and helps in the exchange of ideas and thoughts. I believe we need more such summits and conclaves. We are a four-year-old media startup, launched during the COVID era, working pan-India to create such forums. Any message or wishes for us? I think you are doing a fantastic job. Starting during the COVID era and operating without a physical office — with everyone working from their own spaces — is a great business model. It reflects passion and commitment towards the education sector. What stands out is the intent behind your events. These are not merely marketing events; they are platforms that bring thought leaders together to exchange ideas and best practices. That is phenomenal. Unfortunately, many events today are treated more as marketing exercises rather than platforms for idea exchange. In the West, events focus strongly on sharing best practices openly, and that is how countries progress. You are doing a phenomenal job. My best wishes to ArdorComm Media. I am very happy that Dayananda Sagar University is associated with ArdorComm. Last time we met in Bengaluru, we received the award for Best Media Institute. Going forward, we would be happy to continue as partners, depending on management decisions.

We would like to know more about your schools in terms of capacity, student strength, and the new initiatives under your leadership. At present, we are a group of two schools. One school, The Down Town School, was started in 2022 in Guwahati. The Down Town Gurukul, which is our first school, was started in 2019 in Moranhat in Upper Assam. The entire purpose of entering school education was to look into the learning needs of students so that they become future-ready when they move on to higher education. Along with academics, what role does skilling play, and where is digital education heading in your institution? I’m very happy to say that in both schools, from pre-primary up to the secondary level, we are totally digitalised in terms of the teaching-learning process. However, as we all know, too much screen time is not good and is currently becoming a public health concern. So, we also try to keep our learning organic through a lot of hands-on activities — in areas such as financial management, sustainability, and community management — through student-led conferences and projects in both our schools. What role does sports play in your institutions? Is participation based on student preference, or is it also compulsory? I am very happy to say that for The Down Town Group of Schools, sports is an integral part of our curriculum. We have fixed hours for activities such as swimming, taekwondo, basketball, and football. These are scheduled for all students. From Grade 3 onwards, students get the option to choose their preferred sport. In fact, next month, one of our students from The Down Town School will be part of the national roller skating team. That’s wonderful to know. How are extracurricular activities integrated into the institution? What we have tried to do is maintain a perfect balance between academics, sports, and extracurricular activities in the daily timetable. For example, if there are two hours of academics, it is followed by a sports class, then maybe a music class or club activities. Because of this balance, during holidays we often receive calls from parents saying that their children want to come to school because they would rather be at school than at home. We try to keep the learning experience exciting and not just emphasise academics alone. Are there any specific initiatives in teaching-learning processes and teacher training? Teacher training is an important part of our institutional culture. Every March and July, we conduct continuous upgradation programmes for our teachers. As we discussed in the panel about lifelong learning and digital learning, our teachers also take up many online courses as part of their appraisal process. They earn certifications for these courses, and this is a mandatory part of our system.  

We would like to understand more about the initiatives taken under your leadership at your institute, sir. I joined ICFAI University, Mizoram, on 1st August 2025. My background is from Jawaharlal Nehru University, Delhi — Class of 1984. I spent more than 14 years in the corporate world, and overall about 25 years in Mumbai. My last assignment was as Vice President for a group of investment companies. Initially, I joined as a direct recruit officer with The New India Assurance Company back in 1990. So my approach is not purely as an academician or educationist. I use more of a corporate model — results first, need-based planning. One of the first things I did was start the PhD programme. There are many faculty members working as Assistant Professors in Mizoram and Manipur who, despite working in colleges and universities, do not have a PhD. So this initiative was propelled by that need. The response has been good. For the first batch, we made the written examination and interview very tough. After filtering, seven candidates were selected. They have completed their coursework and have been certified. For the second batch, we received 62 applications, mostly from Mizoram and Manipur. Thankfully, we are covering two states. You will also be surprised to know that, unlike many other private universities, we have 30 foreign students this year. That number is likely to increase to 60+, as we have strong connections with Myanmar, particularly the Chinland region. Our philosophy is simple — if we touch lives, let us touch them meaningfully. We strive to be very strong on the curriculum side. Anyone who enrols with us, we aim for them to pass with distinction — 80% plus — and at least a first division of 75% plus. At the same time, we are equally strong in co-curricular activities. Mizoram has a very strong cultural background, especially in music. Our students participate in pop and music contests. In fact, some celebrities are products of our university, and two of our newly registered PhD scholars are celebrities in their own right. We also celebrate real achievers in society. For example, on 11th February, we are celebrating a lady who was imprisoned in Tezpur Jail from 1975 to 1981 during the Mizo National Front movement. She later married a returnee from the Mizo National Army. Cultural identity is a strong component of our institution. Recently, we have also started focusing on sports. We participated in the Association of Indian Universities tournament, where 41 teams competed. It was a knockout tournament, and we reached the fourth round in our very first attempt. Next year, we aim to go further. We are also planning to create a fund to support talented students in sports who are financially weak, giving them space to grow and excel. Another major reform I am planning is to change the placement model. There are over 10,000 Mizos working abroad. With their support, our placements will increasingly be international. For example, 22 young Mizos are currently serving in the British Army, and 24 footballers are playing in separate football leagues abroad. So the myth that Mizos are not keen to go outside is incorrect. Currently, six of our students from Hospitality and Tourism are interning at JW Marriott Goa. After their internships, we will encourage international placements — better money and greater exposure. I believe this is a very interesting model, and in a few years, many institutions may start copying it. In forums like this, where academicians, government representatives, EdTech corporates, and startups are present, how do such platforms help the larger community? I think this is a very good initiative and can be expanded. India has North, South, East, and West — you can rotate such forums regionally, like a football tournament or a zonal competition. We often talk about academia and corporate collaboration, but there is a third segment — the government. They must also be brought in meaningfully. You have started engaging bureaucrats, which is a good move. They have connections and influence — that should be tapped strategically. Another important point is that you have involved Vice Chancellors. If more VCs participate collectively, they can take decisions on the spot. Corporate representation will always be there. Strategically, I think this is a very strong move. ArdorComm Media has just completed its fourth year of existence. Any message or good wishes you would like to share? I believe that with more discipline and a more strategic approach, much more can be achieved. Rather than depending only on the government, you can also tap into corporates and the financial sector, especially through well-laid-out CSR processes. You have different segments — schools up to Class 10, colleges, and universities. Working across these three layers or degrees of operation can create a strong ecosystem. I believe you have already started that journey. Continue with discipline and strategic clarity, and you will grow further.  

We have a very senior academician and a defence personnel, Major General B. D. Wadhwa, AVSM, Pro-Chancellor (Emeritus), IILM University, Greater Noida. We welcome you to today’s event. Thank you so much. I’m happy to be here for two reasons. Firstly, because I have served here for long, long years, so I was looking forward to coming here. Secondly, from the academic point of view, Assam means a lot to us. And of course, your platforms have always been a source of learning. That’s why I thought I must attend this platform. A person of your stature — from defence to academia — what was the thought process behind this transition, and how has the journey been so far? You see, I was always bent more towards academics. I left home at the age of 15 years and 10 months when I had just passed Class 11. After four years of training, somehow I did well. Thanks to the Government of India and the people of India — I’ll put it that way — I did my B.Tech in Mechanical Engineering, my M.Tech in Mechanical Engineering, another M.Tech in Instrumentation Technology, and my Master’s in Management. I was also a faculty member for a good 11 years while serving in the Army. Therefore, I always wanted to come into the academic sector. If you ask me what the difference is — well, there is a lot of difference. The way we teach and the way we impart knowledge to our students differs. Outside, at least in the private sector of higher education in India, there is, in my thinking, some laxity. In my university, therefore, I have tried to remove that laxity. Everybody is talking about digitalisation and skilling. What initiatives is your institute taking under your leadership? That is moving towards Artificial Intelligence. You spoke about robotics. The days have come when, in my College of Engineering, we have removed the traditional streams of Mechanical Engineering, Chemical Engineering, Automobile Engineering, and Electrical Engineering. There are hardly any students in those streams. If you have 1,000 admissions, out of those, 920 want to go into Computer Science alone. So that is the thought process in the environment, and we are tuning ourselves and changing ourselves by inducting more and more technology into our curriculum. Now, you asked me about skilling. Today, there is no other way. The way the Indian corporate sector has changed — until you are perfect in your soft skills, your hard skills, and your personality is above standard and above average — you are nowhere. Gone are those days when a CGPA of 9 or 90% marks could help you get a job. No. I may have 70%, but if my personality is better than yours, I could get a job and even a higher salary than you. I have seen these changes over the last 20 years. Accordingly, we have brought in a lot of training infrastructure focused on skills and personality building for our students. That is important. How is the participation in terms of admissions happening, sir? Is it from Central India, South India, or the Northeast? As far as Greater Noida is concerned, there are about six universities and around two dozen standalone institutions. Nobody comes from New Delhi to Greater Noida. Nobody comes from Mumbai, the South, or Ahmedabad. Why would they come to Greater Noida? So where are the crowds coming from? There are about 60,000 students in Greater Noida. The bulk — 90% to 95% — come from West Bengal, distant places of Uttar Pradesh, distant places of Madhya Pradesh, Odisha, and Assam. I have tried to go beyond Odisha and Assam. The efforts I have put in have brought some results, but we are still lacking a little. It will take time to bring about that kind of awakening — more so among the parents and faculty. The Northeast is going to take time to come up to the level of the corporate sector that we have elsewhere. So these are the places that are feeding students to Greater Noida. In forums like the ArdorComm Education Leadership Summit and Awards, where we see academicians, corporate leaders, and government representation — how does this help the larger community? It is very important for corporate people to tell the students and academicians what exactly they are looking for. This hasn’t yet been fully brought out. I’m sure in the subsequent panels it will be. It is equally important for academicians to understand what corporates are looking for, go back, and train their students accordingly. Like I said, those days of relying only on high percentages are over. What are your takeaways from today’s event since morning? So far, a lot has come out. I’m glad many people spoke to me during the tea break. They spoke to the other panellists and to you as well. I’m happy that some awakening has already begun. Now, they have to carry this awakening and the lessons from here back to their tribes, villages, and locations. Only then will there be real benefit from such hard work and from the kind of dedicated platforms you are providing.