Capstone projects are designed to be individual-specific rather than group projects. This forces participants to draw from their personal experiences and perspectives within the context of their roles. These projects empower our employees to identify, frame, and address business challenges in a structured manner with the support of an experienced BPCL mentor and a guide from SPJIMR. They push participants to apply their learnings to real-world issues relevant to their roles at BPCL.

The capstone project process encourages and develops essential skills such as strategic thinking, problem-solving, leveraging frameworks, innovative thinking, and collaborative solution-building. These skills naturally strengthen BPCL’s overall capabilities and are invaluable in today’s dynamic business landscape.

We view capstone projects as an invaluable component of the transformational experience. They provide participants with the opportunity to apply theoretical knowledge to practical, real-world challenges.

The collaborative nature of these projects ensures that participants receive constructive feedback and mentorship from both organisational leaders and faculty throughout the process. This hands-on experience is crucial for understanding and translating learning into action and driving organisational success.

The capstone project is done from two perspectives. One reason for doing the capstone project is to benefit the individual in working with a team on a real-life problem toward the business objective. If the individual benefits, the team and the business benefit. This is a big benefit, and it has been a 7 or 8 out of 10 plus for most participants.

There are practical issues with taking capstone projects forward. The reality on the ground needs to be constant and relevant for 2-3 years. Teams disperse on completion of projects. That’s the reality of life. So it’s a mixed bag. Maybe it’s a 3 or 4 out of 10 from the organisational perspective, but it’s a 7 or 8 kind of benefit for the individuals.