Lead with Purpose, Govern with Compassion : Rahul Bairagi

In this exclusive conversation with Corporate World, Rahul Bairagi, CAO of Jaipuria Institute of Management, Indore, speaks about the evolving partnership between academia and industry

Rahul Bairagi, Chief Administrative Officer (CAO) at Jaipuria Institute of Management, Indore, brings with him more than 20 years of experience in higher education—years filled with learning, leadership, and a deep sense of purpose. His journey has taken him from working on key government initiatives to holding pivotal roles at institutions like IIM Indore, shaping the way academic systems operate and evolve. But at the heart of it all, he sees himself not just as an administrator, but as someone who helps build futures.

In a conversation with Corporate World, Rahul speaks with clarity and conviction about the vital connection between education and industry. He believes that colleges and companies don’t exist in silos—they’re partners in shaping the next generation. Whether it’s creating a culture where faculty, staff, and students thrive together, or designing policies that balance compassion with performance, he informs us that his approach is grounded in people, purpose, and progress. Through his words and work, Rahul reminds us that good leadership in education isn’t just about running institutions—it’s about inspiring dreams and making sure they are given every chance to grow.

Q. Give us an overview of your professional journey and the key milestones that shaped your career.

My professional odyssey has been a symphony of purpose, perseverance, and progressive impact. With a career spanning over two enriching decades in higher education, I have traversed diverse roles—from academic coordination to strategic leadership. Prestigious tenures with the Government of India-funded initiatives and IIM Indore deepened my insights into institutional transformation. My stewardship at Jaipuria Institute of Management, Indore has been a landmark chapter—one that led to my selection as one of India’s Top 10 CAOs by a popular publication in 2021.

Beyond the institutional corridors, I serve as the Deputy Chief Secretary, Human Rights & Social Justice Mission, Indore—aligning educational purpose with social equity. My scholarly endeavour of writing case studies, published in acclaimed journals like Emerald and SSRN, delves into sustainability, marketing, and human capital strategies. I see myself not merely as an administrator—but as a catalyst of change, nurturing institutions that shape futures. Among life’s greatest honours has been meeting visionaries like Dr. A.P.J. Abdul Kalam, former Chief Minister of Madhya Pradesh Shivraj Singh Chouhan, and present Chief Minister of the State Mohan Yadav, whose wisdom has deeply influenced my commitment to nation-building through education.

Q. As the CAO of one of Central India’s premier management institutes, how do you define your leadership philosophy in the context of higher education administration?

My leadership philosophy is a confluence of vision, values, and vitality. I call it Empowered Stewardship—leading not from authority, but from authenticity. In the evolving realm of higher education, I strive to build ecosystems that are innovative yet inclusive, structured yet agile. My leadership lens blends strategy with sensitivity—ensuring that excellence is pursued not in isolation, but in harmony with empathy. Drawing from my tenure across leading institutions and policy missions, I orchestrate a governance model where every stakeholder feels seen, heard, and valued. For me, leadership is not about control—it is about cultivating collective purpose.

Q. In what ways do you ensure that the institute maintains a healthy and collaborative work culture among faculty, staff, and students?

A thriving institution is one where collaboration breathes through every corridor. I champion a culture where intellectual camaraderie, emotional safety, and shared vision intersect. From structured townhalls to informal dialogue cafés, we ensure every voice is both heard and harnessed. We celebrate milestones, embrace diversity, and build bridges—across disciplines, roles, and generations. Faculty and staff are co-creators of institutional success; students are not just learners but future torchbearers. Our culture is not merely policy-driven—it is people-inspired, rooted in mutual respect, and curated through compassionate leadership.

Q. What’s your approach to creating policies that are both people-centric and performance-driven?

Crafting transformative policies requires the art of balance—between heart and head, ambition and alignment. My approach begins with inclusive dialogues, where ground realities inform strategic frameworks. We anchor every policy in empathy, but rigorously map it to measurable outcomes. Whether it is faculty development, student welfare, or operational excellence, our frameworks are agile, fair, and future-facing. I believe that high-performance cultures are not built by pressure but by purpose—when people feel invested, inspired, and aligned with institutional aspirations.

Q. How do you balance academic autonomy with institutional accountability in your administrative governance model?

Autonomy is the soul of academia; accountability, its backbone. My governance model empowers departments to innovate within clearly articulated institutional values.

Freedom and accountability are two sides of the same coin. At Jaipuria, we empower departments with creative autonomy while ensuring they are aligned with larger strategic outcomes. Our governance framework includes periodic academic audits, transparent feedback systems, and outcome-based evaluations. It’s not about control—it’s about coherence. We build bridges between innovation and integrity, allowing both to coexist and thrive harmoniously leading to a culture of both productivity and pride.

Q. If you could give one piece of advice to aspiring education administrators, what would it be?

Be the kind of leader who doesn’t just manage institutions—but magnifies dreams. In education, administration is not a back-office function—it’s a front-line force that shapes generations. Stay grounded in values, guided by vision, and governed by compassion. Let your metrics include both numbers and narratives. And above all, never forget: the true legacy of an education administrator lies not in policies framed, but in lives transformed. And above all, as Dr Kalam beautifully said, “Dream, dream, dream. Dreams transform into thoughts, and thoughts result in action.” Let your dreams define the future of education.