Exclusive | ‘B-schools shape individuals who can navigate complexity and drive meaningful change’: Dharambeer Gokhool

ALMA MATER, Faculty of Management Studies, Delhi (1975)

Exclusive Interview/ Dharambeer Gokhool,President of the Republic of Mauritius

The President of the Republic of Mauritius, Dharambeer Gokhool, is a distinguished statesman whose illustrious career spans academia, public service, and politics. Born and brought up in Mauritius, Gokhool studied at Delhi University, where he earned a BA (Hons) in History with Economics in 1973 and an MBA from the Faculty of Management Studies in 1975. He followed it with an MSc in Human Resources from the University of Salford, Manchester, UK, in 1987. He has been an academician par  excellence and handled pivotal roles at the University of Mauritius, where he served as  Lecturer, Senior Lecturer, Associate Professor and Dean of the Faculty of Law and  Management.

From 2001 to 2005, President Gokhool served as the chairman of the Mauritian Institute of Management and in 2007, was made Honorary Fellow of this institute. In  2008, he was bestowed the prestigious title of Officier de l’Ordre des Palmes académiques by the French government.

President Gokhool has also been the Minister of Education and Human Resources (2005-2008) and later Minister of Industry, Science and Research (2008-2010), in Mauritius, where he played a pivotal role in shaping key sectors in Mauritius via the implementation of transformative policies which were geared towards national development under the Labour government. He was unanimously elected as the President of the Republic of Mauritius by the National Assembly on 6 December 2024.

In an exclusive interview with THE WEEK, he talks about his experience of management education in India and how it helped shape his future career and aspirations. He also speaks about the ever-changing role of management education and how it is very significant in changing times.

Q/ Could you take us through your early life, parents and how education became an  important part of your life?

I was born in a small village called Plaine de Roches, in the north of Mauritius, and  attended the Government Primary School in the neighbouring village of Roches Noires. When I completed my primary education, the then headmaster, Mr. Abdool Raman Kassenally, called my mother to his office and persuaded her that I should continue my studies. That conversation proved to be a turning point in my educational journey.

Q/ What made you choose FMS for your MBA?

After completing my secondary education in Mauritius, I was awarded an Indian scholarship and joined the Kirori Mal College, University of Delhi, to pursue my degree. During my spare time, I often visited the nearby Faculty of Management Studies library. It was there that I developed a fascination for the world of management, which inspired me to later enrol in an MBA programme there.

Q/ How was your Indian experience?

I spent five years at the University of Delhi, and it was a truly wonderful and memorable experience. I fell in love with India and found it to be a land of fascinating contrasts, where modernity intertwines with ancestry and tradition. I feel India is indeed incredible,  and returned there with family on numerous occasions. The best way to love India, I believe, is to embrace its diversity, warmth, and true spirit of “Vasudhaiva
Kutumbakam, the ancient Indian ideal that “the world is one family.”

Q/ How was life at FMS? What are some of your best memories?

I have very fond memories of those years. My classmates were warm and welcoming, and they never made me feel away from home. The professors were friends and mentors.  Together, we formed a close-knit family and shared countless happy moments. Even  today, the FMS Alumni 1975 group keeps us connected and united. In fact, the FMS’s 50th  Alumni reception this year was held in Mauritius, and I had the honour to welcome my old friends at the State House as the President of the Republic.

Q/ After your MBA, how was your path to presidency?

I returned to Mauritius in 1975 and joined the University of Mauritius as a lecturer in management. From 1997 to 2005, I served as the dean of the Faculty of Law and Management. As an academic, I developed a deep interest in the economic and social issues affecting the country, which gradually drew me towards politics. At that time, it was possible to be both an academic and actively engaged in public life. I saw it as an opportunity to apply my knowledge of management—essentially the art of mobilising resources—to solve problems and improve the quality of life of the people.

All this led me into active politics. I became a member of the National Assembly and went on to serve as a minister from 2005 to 2010: first as minister of education and human resource (2005-2008), and then as minister of industry, science, and research (2008-2010).

The combination of academia and politics profoundly shaped my character, personality and outlook, equipping me to serve as the leader of my country.

Q/ How did the b-school experience shape you as a person and as a leader?

The b-school experience equips us with the knowledge, skills, values and attitudes to become effective decision-makers, problem-solvers, innovators and champions of causes that create a positive and lasting impact on people’s lives. B-schools do not merely prepare us for a career; they prepare us for life and instil the mindset of a lifelong learner. The multidisciplinary curriculum, combined with an interdisciplinary, case-based pedagogy, broadens and deepens our understanding of problems, issues and challenges from a holistic and strategic perspective. B-schools blend managerial competencies with leadership qualities, shaping individuals who can navigate complexity and drive meaningful change.

Q/ Could you share some specific instances where management education came in handy?

There are certain central concepts in management that are critical for political effectiveness. These include developing systems thinking to understand the bigger picture, envisioning and formulating time-bound, implementable goals and objectives, mobilising resources, leading and managing people and evaluating outcomes. Equally important is the ability to communicate and market achievements to gain public endorsement. These concepts form the core architecture of management curricula and programmes and contribute significantly to political success.

As education minister, I [enacted] a policy that enabled rural colleges to retain bright talents and redouble their efforts to improve quality. This was a major breakthrough in social mobility, allowing students from deprived socioeconomic backgrounds to excel and be rewarded purely on merit. It exemplified how management principles—planning, resource allocation, leadership and performance evaluation—can be applied in public policy to achieve equitable and transformative outcomes.

Q/ How has management education changed with time?

The ability to manage change is an essential competence for aspiring managers and leaders, requiring us to stay alert and adaptable at all times. At the same time, the psychology of citizens has evolved dramatically; people now operate within an “instant culture”, expecting immediate results and focusing on short-term outcomes.

The integration of innovative pedagogies, combined with the mainstreaming of augmented and virtual reality powered by AI, is rapidly becoming standard practice in many institutions. Virtual classrooms and digital educators are increasingly complementing and in some cases replacing traditional physical classrooms.

Yet I feel that despite these technological advances, the human touch remains indispensable. The fundamentals of leadership, critical thinking, ethical decision-making and interpersonal skills continue to be at the core of management education. While methods and tools may evolve, the ability to inspire, guide and connect with people remains timeless and central to effective management and leadership.

Q/ Does it make any difference if a politician or a bureaucrat is equipped with a management degree?

It makes a significant difference. A management education equips leaders with the ability to plan strategically, make informed decisions and achieve better outcomes. It fosters a continuous learning mindset, encouraging individuals to be proactive, innovative and adaptable in addressing complex challenges. Such training enhances both efficiency and effectiveness in public service, ultimately benefiting society at large.

EOM/Abhinav Singh