When I started my EMBA journey at SP Jain Global, I expected to learn new frameworks, improve my understanding of business, and broaden my perspective beyond technology and analytics. What I did not fully expect was how much the program would challenge the way I think.
The global virtual classroom was a completely new concept for me, and I was genuinely amazed by how real, interactive and energising it felt. Despite being spread across countries and time zones, the classroom created a sense of connection I did not expect. Interacting with professionals from different industries and backgrounds made every discussion richer and more layered.
But the Strategic Management Immersion in Singapore took the experience to an entirely different level.
Walking into a physical classroom after years felt nostalgic, almost like returning to a familiar rhythm I did not realise I had missed. The immersion was conducted for two batches combined, which meant meeting new people, hearing fresh perspectives, and learning alongside classmates I had never interacted with before. Those informal conversations, shared breaks, and cross-batch interactions added a human depth to the experience.
One of the most heartwarming moments of the immersion was celebrating Teacher’s Day together. Dr Gary cut the cake while Dr Bhanu was present, and for a few minutes, the room felt less like an EMBA classroom and more like being back in school. There was a sense of warmth, gratitude, and childlike joy that reminded me why learning at any age is such a meaningful experience. It was a simple celebration, but it added a personal touch to the week and made the immersion even more memorable.
What stood out most for me was Dr Gary’s teaching approach. It was unlike anything I had experienced before.
He did not just teach frameworks; he made us see them. Strategy stopped being theoretical and became something we could apply, question, and internalise.
One idea from the immersion stayed with me: Strategy is not about deciding what to do; it’s about deciding what not to do.
Coming from a data, analytics, and technology background, my instinct is often to think about what more can be built, automated, measured, or improved. During the immersion, I found myself shifting that mindset. Instead of asking “Can we do this?”, I began asking “Should we do this, and does it support the larger business objective?”
That shift was powerful.
Across the sessions, we explored concepts such as:
What I appreciated was that these were not taught as isolated theories. Every framework was connected to real business cases – Apple, Semco, Smith Corona, Cirque Du Soleil, Cochlear – showing how companies can succeed brilliantly at one point and struggle later if the basis of competition changes.
The idea of “Nothing Fails Like Success” resonated deeply. Success can make organisations overconfident. The same capabilities that once created an advantage can become constraints when the market shifts. In the world of data and Artificial Intelligence, where technology evolves rapidly, this felt especially relevant.
One of the most meaningful learnings for me during the immersion was understanding the difference between data and strategy.
Working in analytics, it’s easy to assume that more data automatically leads to better decisions. The immersion challenged that belief. Data can support a decision, but it cannot make the strategic choice. Leaders still need to interpret, contextualise, and decide.
This challenged how I think about analytics projects. I now ask:
For me, that is a far more meaningful way to approach analytics.
One of the highlights of the immersion was the diversity of perspectives. Someone might look at a problem through a financial lens, another through an operations lens, another through a customer experience or technology lens. Many times, I entered a discussion convinced about one viewpoint and walked out seeing the problem differently.
Having worked across India and Singapore, I’ve always valued diverse teams. But this experience reinforced how essential diversity becomes when dealing with complex strategic decisions.
The immersion came alive through experiences beyond the classroom as well. One day, we explored the Singapore campus – walking through the study areas, collaboration spaces, and the corners where the students brainstorm, debate, and grow. Seeing the campus in person made the program feel more real, more grounded.
On another day, we gathered for a high tea that brought together alumni and students from other batches. All of them joined us to share their journeys, transitions, and EMBA learnings. The conversations were honest, encouraging, and full of practical wisdom.
We also met a few of the professors who had taught us different subjects along the way. Connecting with them face-to-face added a sense of familiarity and continuity.
One of the most fun activities was the Human Bingo game, which had all of us rushing around the room to complete our bingo sheets. It was chaotic, energetic, and incredibly effective in helping everyone loosen up and connect. By the end of it, we had spoken to almost every person in the room.
The biggest shift for me has been in how I think – not just about technology or analytics, but about the market, competitive advantage, long-term value creation, and strategic choices.
Strategy is not about finding one perfect answer. It’s about making thoughtful choices, understanding trade-offs, and adapting when circumstances change.
Looking back, the immersion gave me more than a set of frameworks. It changed the questions I ask before making a decision. And that, for me, is the most valuable outcome.
The faculty, my classmates, and the wider SP Jain Global community made the Singapore immersion memorable. The discussions inside and outside the classroom added a dimension to the program that would have been impossible to get from reading alone.
As I continue my EMBA journey, I know I may forget some frameworks over time – but what I will not forget is the habit of asking better questions before jumping to an answer.
Swagat Kumar Jena is a business and technology professional with over 12 years of experience across financial services and technology. His work spans data-driven initiatives, stakeholder management, cross-functional collaboration, and decision-enablement with a focus on how organisations use Business Intelligence platforms to modernise reporting, strengthen operational visibility, and support transformation initiatives.
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