I was CEO and COO at private startup companies creating disruptive digital products that enable companies to reimagine their operations and strategies. As CEO, I also led a legacy public company through digital transformation, and as a management consultant, I advised several large companies as they sought to reinvent key aspects of their business. In short, operating in a technology driven, volatile, uncertain, complex, and ambiguous (VUCA) world is what I know and what I enjoy. The management education sector is now undergoing a massive change with new competitors appearing, and novel alternatives emerging on when to deliver education and how. I am hoping to leverage my career learnings to help SPJIMR navigate through such disruptive change. One of the lessons from my industry experience is that change is less daunting when you set a big vision or audacious goals, but take small, iterative, and adaptive steps towards those goals. It is okay to experiment and fail so long as we learn quickly from our mistakes and course-correct, but it is not acceptable to sit on the sidelines. Second, there is always a risk that what got an organization to this point may be necessary but not sufficient to take the next step. But adding new capabilities without losing existing capabilities and cultural elements that are still relevant to the changing world is a delicate balancing act. And this is an even bigger imperative at institutions that have a distinct legacy and culture as SPJIMR does. New capability building requires clarity and alignment. It needs relevant key performance indicators (KPIs) and metrics that can be measured to provide feedback whether the steps being taken are working or not. I hope to adapt such an objective, measurement-driven approach to academia. And finally, inspiring your team to embrace change rather than being threatened by it, is a true test of leadership.