This is a continuation of an interesting dialogue that took place between my colleague Tharindu Amarasekara and myself on leadership. It was pertinent for me as I relinquished my duties as the PIM Director a week ago, having completed two, three-year consecutive terms. Here is part two.
Tharindu: As Director of PIM, I am sure, Covid-19 posed a critical challenge. How did you respond?
Prof. Ajantha: Tharindu, I reflected on what I have heard about change as the only permanent thing in the world. It was very true with the change caused by Covid-19, in inviting us for a continuous combat. Much has been said about the rapid spread of Covid-19 which has become almost like the third world war. Nature has stricken back. It has not spared any cast, creed or country with cruel implications associated.
It was a clarion call for the learning community of PIM to collaborate in the name of humanity. I had to rise to the occasion as the leader of PIM in stressing the mature adult response that must be demonstrated in taking care of oneself and others with sound hygienic practices. I collectively arranged a range of contributions at national and institutional levels with diverse involvements of the learning community.
I guided the faculty members involved with PIM Genesis, our business incubator to provide advice for the affected Small and Medium Scale Enterprises (SME) for their survival and success. There is a dire need to offer such guidance as the SMEs contribute to over 52 percent to the Sri Lankan economy. With the involvement of PIM alumni in financial and other relevant sectors, this has become very demanding and highly appreciable.
In terms of intellectual contribution, I persuaded my faculty colleagues to develop a study framework in his/her respective specialisation, with emphasis on key managerial challenges in the post-Covid-19 era. They are currently working with an assigned student or a pair of students with a solid literature review and a sound theoretical underpinning. Among the doctoral students, deliberations on post-Covid-19 with a deep dive into Complex Adaptive Systems (CAS) to understand the new normal. This has become a vital part of a series of virtual discussions, started during the lock-down last year.
I lead a team of four faculty-authors to convert a set of selected case studies of final year MBA students into a collection of compressed cases, representing local and regional realities. As a continuation of it, plans are underway to deploy research students to explore cases of transformation from survival to success amidst Covid-19. I am guiding my colleagues in the PIM Research Centre, for the presenting and publishing of such cases as a PIM case study collection.
I realized that despite a planetary pandemic, the resilience and reviewal had to be collectively managed. It was a case of adjusting to the new normal in responding to VUCA 1.0 (Volatility, Uncertainty, Complexity and Ambiguity) with VUCA 2.0 (Vision, Understanding, Confidence and Agility). I felt the need to be responsive as a responsible social entity by way of leading a committed community in ensuring their contribution to the country.
By being responsive, we managed to continue all our scheduled programs without any delay. Converting the classroom into a virtual space, despite initial challenges, has resulted in cost-effective and flexible learning options. With regards to our overseas study groups, I persuaded the Board of Management to approve a fee reduction, duly passing a component of our cost savings to the students, because of the online deliveries sans airfare and accommodation involving overseas travelling by the resource personnel.
It was a case of a conscious shift from being “a sage on the stage” to a “guide on the side”. Instead of physical sessions, all learning involvements were converted to on-line. With a proven online learning management system (LMS), named Prajna (Wisdom in Sanskrit language), it was an easy transfer (prajna.pim.sjp.ac.lk).
We also used a locally developed platform with the collaboration of a communication provider, Mobitel and ‘M-learning’, which was very useful. The way students positively responded to getting involved in sessions using Zoom webinars and lecture recordings was encouraging. I ensured the conduct of programs within the original timelines without delay.
As the first response to the island- wide lockdown, we decided to convert all sit-down exams planned for the end of the term to be take-home exams. With the guidance provided by the faculty, it was a very satisfactory performance with due adherence to plagiarism avoidance requirements (through the similarity index monitored by Turn-it-in software).
I facilitated an online brainstorming session with my Information Communication Technology (ICT) team and the core faculty with regards to selecting the most appropriate technology solution to conduct sessions, with cost-effectiveness in mind. We narrowed down to Microsoft Teams and Zoom and owing to the less-complex nature and more -flexible features, we started using Zoom in a vibrant manner. For each online session, we assigned a host to work with the relevant resource person to ensure smooth and smart delivery.
To make the life of the learning partners comfortable, we shared the Zoom link through Prajna, our learning portal. I suggested my ICT team to ensure the availability of the recorded version of each session for subsequent viewing by the participants. It was very well received by our learning partners as some of them had confusing schedules for working from home, preventing them from logging to our sessions on time.
I convinced some faculty members who were not so tech-savvy to appreciate the need to change, with some hand holding by my ICT team members. I saw how they responded, though reluctantly, realising the necessity and urgency to change in adapting to the on-line delivery. Working from home was essential to ensure the continuity of planned programs. A rapid assessment of the technical requirement leading to providing higher capacity internet connections was done in fulfilling the voids.
As Eckhart Tolle stated in his bestseller, ‘A New Earth’, “When faced with a radical crisis, when the old way of being in the world, of interacting with each other and with the realm of nature doesn’t work anymore, when survival is threatened by seemingly insurmountable problems, an individual life-form, or a species, will either die or become extinct or rise above the limitations of its condition through an evolutionary leap.”
I felt that it was an invitation to awake to our life’s purpose. I encourage the PIM community to use the extra free time during the lock-down to ponder on their purpose. The next step is to pursue the purpose with passion. The swift shift from face-to-face sessions to online sessions was an opportunity to adapt to the new normal as a survival need.
In attending to all the above, I collectively ensured a cost-effective way of conducting sessions especially for overseas study groups. The positive response from the learning community was overwhelming. I collectively explored the opportunity of up-skilling of the faculty in making them confident with online and hybrid teaching. I am so pleased that the required flexibility to face any possible lockdown in future has been already built.
Tharindu: They say, proof of the pudding is in the eating. They also say, what gets measured, gets managed. Professor, what are the vital numbers that shows the rich harvest of your hard work:
Prof. Ajantha: Yes, Tharindu. It has not been just a pie in the sky with mere talking. Walking the talk with collectively delivering value was done. Let me share some figures relevant for past six and half years, in line with the five pillars of our edifice of excellence:
Teaching Excellence:
90% increase in students Vibrancy of 6 overseas study groups (UAE, Qatar, Oman, Kuwait, Bangladesh, Bahrain) Introduction of five new programs (MBA in Taxation, MBA in Customs, Executive MBA, MPA in E-Government, MPA in Education Management)
Research Excellence:
Sri Lankan Journal of Management (SLJM), flagship publication of PIM, becoming the first Sri Lankan research journal to be hosted by EBSCO (one of the top three research databases in the world) Production of 10 PhDs with research rigour Initiation of PIM’s annual research conference (PIMARC)
Partnership Excellence:
Doctoral partnership with University of New South Wales (UNSW), Australia paving way for 10 PhD scholarships for PIM MBAs so far.
Initiation of over 12 short-term international management programs in association with leading universities in Australia, Germany, Hong-Kong, Indonesia, Japan, Netherlands, and Thailand.
Vibrancy of over 100 Executive Development Programs (EDPs) tailored for corporate sector.
Sustainability Excellence:
200 % increase in surplus Over US$ 900,000 revenue from overseas study groups 100 % paper-less learning environment with PIM’s Prajna Learning Portal
Governance Excellence:
Continuation of self-finance status with zero dependence on treasury for both capital and recurrent expenditure 100 % compliance with PIM’s ordinance guidelines with proper conduct of Board of Management, Board of Study, and sub-committees such as Audit and Management Committee (AMC) and Finance and Remuneration Committee (FMC) 100 % compliance with Government Audit Regulations
There are many more numbers I can share. The above are the key highlights, as a robust collective performance.
Tharindu: I think we have covered a wide variety of aspects with interesting insights. What is your final message for emerging leaders?
Prof. Ajantha: Leadership is more of a cross than a crown. It involves serving others. I firmly believe in servant leadership, with the motto: “Those who serve deserve leadership”. Do not just get carried away by looking at the perks associated with a leadership position. What is more needed is practicing values in producing value.
One should not get tempted to go for perks, overlooking principles. You should be holistic, humane, and humble. Having enormous powers but exerting them only when necessary, requires much maturity. It is life-long journey of a mindset, skill set and toolset in action. You realise that life is worth living with leading and learning hand in hand.
Way forward
As we have often discussed, change is the only permanent thing in the whole world. I realised the challenge of taking over and the challenge of handing over both needs emotional maturity. I have stepped down as the director of the premier postgraduate entity in Sri Lanka but have stepped up the dedication towards excellence in ensuring sustained success. I wholeheartedly wish Dr. W.G.S. Kelum, my worthy successor, all the very best.