Beyond ‘Harvard Envy’: why Indian B-Schools must stop imitating the West
Many Indian management schools still believe that copying Western models is the fastest route to global recognition. Critics argue that this approach limits relevance for Indian students and employers.
India’s management education sector has grown rapidly, with more than a hundred private and public business schools now offering MBA programmes. A large share of these institutions base their curricula, teaching methods and accreditation strategies on models that originated in the United States or Europe. They often seek rankings from global agencies, adopt case‑study formats popularized by Western faculty, and align their branding with foreign university partnerships in the hope of attracting international students and recruiters.
The reliance on external templates can create a mismatch between what is taught and the realities of Indian industry. Companies operating in sectors such as agriculture, small‑scale manufacturing, and the informal economy need managers who understand local market dynamics, regulatory nuances and cultural factors. When programmes focus heavily on theories that were developed for different economic contexts, graduates may find it harder to apply their knowledge to domestic challenges, and employers may perceive a gap in practical readiness.
Experts suggest that Indian B‑schools should develop home‑grown frameworks that blend global best practices with indigenous insights. This could involve incorporating case studies drawn from Indian firms, partnering with local industry bodies for curriculum design, and seeking accreditation that recognises regional relevance. For students, a more balanced approach promises better job prospects at home, while for the broader economy it supports the creation of leaders who can drive growth in a uniquely Indian setting.
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