When I came across an article in a newspaper named ‘Ravi Mathai the living legend’, I immediately wanted to pen some thoughts that crossed my mind as I felt some points to be closely related with the institute I serve now.

Mr. Ravi Mathai, is the legendary founder-director of the Indian Institute of Management, Ahmedabad (IIMA). His father is Dr. John Mathai, noted administrator, educationist and economist. He was the Union Finance Minister in Pt. Jawaharlal Nehru’s cabinet and also the Vice Chancellor of Bombay and Kerala Universities.

Mr. Ravi Mathai was appointed the first full time director of IIMA in 1965 (Vikram Sarabhai had been honorary director until then). The choice of Mr. Ravi Mathai as the Director was astonishing during that time because he was a young man of 38 and besides did not have an advanced academic degree. He was only a corporate executive who had very recently joined IIM Calcutta as a Professor.

When Mr. Ravi Mathai stepped down in 1972, he had not only put IIMA on India’s national map but also had built a strong foundation for its continuing success. Today IIMA is a world renowned institute and many attribute the success of IIMA to the strategic decisions taken during Mathai’s time as well as the culture, systems and processes he put in place.

In the following paragraphs let me point out some systems and processes that he had put in place in the institute. Firstly there was a clear sense of purpose. He held that IIMA’s main concern should be “the application of knowledge”. This meant that the institute would be involved in teaching, research and consulting. “The impact would be greatest if it were the combined result of all activities”. So the faculty must engage in all the three activities.

Secondly Mathai had a deep conviction that academic activities can flourish only when faculty are given full freedom. In an academic institution, excellence cannot be ordered. It springs forth when people are given the space to grow and to express themselves freely.

Thirdly, he implemented the idea of a faculty-governed institute where decision-making rests primarily with the faculty and not with the director or the board governing the institute. An example that the writer put across is the admissions committee that is independent of the director and the board of governors.

Fourthly, and could be Mr. Mathai’s greatest bequest to IIMA, the principle of a single term for the director. After six years as the director, Mathai stunned the teaching community by announcing his decision to step down and stay on as professor. He gave two reasons for doing so. One, leaders of academic institutions tended to use their academic institutions for career advancement; this was not good for the institutions. Two, it was important to establish the principle that the director’s position is not hierarchical; he is only first among equals. You are a professor, you become director and then you become professor again.

Reference:

‘Ravi Mathai, the living legend’ by T. T. Ram Mohan, The Economic Times, The Big Picture section, December 13, 2007.