The speaker for the talk was Mr. T. Lokesh A Srivastava, alumnus from MBA (Agribusiness Management) batch of 2021-23. He is presently working as Regional Manager at T. Stanes and Company Ltd.

The session provided valuable insights into the evolving agri-input industry and career opportunities for MBA graduates. Mr. Lokesh shared how traditionally, the industry has relied on general trade channels, where products move from companies to distributors, retailers, and finally to farmers. However, the industry is now undergoing a transformation with the emergence of new-age sales channels. A key shift is the growth of institutional sales, where companies collaborate with procurement firms, Farmer Producer Organizations (FPOs), and agri-platforms. He also elaborated how modern trade platforms and agri-tech marketplaces are reshaping distribution. Mr. Lokesh shared the various career prospects for the students of agribusiness management.  He emphasized that recruiters value learning from internships more than brand names. Students should research companies, understand roles, align skills, and prepare structured answers for interviews. Mr. Lokesh concluded that the future of the agri-input industry lies in innovation and proactive learning, and young professionals will play a vital role in shaping it.

The session offered a deep and critical understanding of the gaps between planning frameworks and actual development outcomes at the grassroots level in India.

He began the session by explaining the concept of local planning and its intended role in empowering communities through decentralized governance. He highlighted the constitutional vision behind local self-governance, emphasizing the roles of Union, State, and Local Governments, and how ideally these institutions should work in coordination to achieve inclusive development. He encouraged students to question “who plans and who truly benefits”, prompting critical thinking around participatory development.

The session shed light on key contradictions within India’s planning system, such as the Function–Fund–Functionary gap, planning versus scheme-driven implementation, and the dominance of parallel governance structures. Using data points and real-world examples, he explained how local bodies are often empowered on paper but constrained in practice due to limited financial autonomy, inadequate technical capacity, and upward accountability of officials rather than accountability to local communities.

He also discussed issues related to participation versus tokenism, uneven devolution of powers, capacity constraints of local institutions, and poor convergence between development schemes. He highlighted how local aspirations often clash with national and state priorities, leading to development that is less place-specific and more target-driven.

Concluding the session, he outlined a clear way forward by emphasizing genuine devolution of the 3Fs – Functions, Funds, and Functionaries, strengthening Gram Sabhas and ward committees, enhancing technical and administrative capacity at the local level, and promoting convergence-based, area-specific planning. The session was insightful and thought-provoking, leaving students with a stronger understanding of grassroots governance and the need for accountable, participatory, and outcome-oriented local development in India.

It explained the twin approach of mitigation (reducing emissions through efficient resource use, clean energy, and improved livestock management) and adaptation (helping farmers cope with climate risks through resilient crops, water efficiency, and livelihood diversification). The key message was that Indian agriculture must integrate both, as farmers are simultaneously contributors to and victims of climate change.

The session also connected global climate frameworks like the IPCC and UNFCCC with India’s commitments under NDCs and SAPCCs, showing how national and state policies guide climate-resilient development. Concepts such as Green Credit and ESG were discussed to highlight the shift from subsidy-based approaches to incentive- and performance-driven sustainability. BAIF’s work in efficient livestock management and decentralized renewable energy applications, including solar-powered irrigation and bio-energy solutions, was presented as practical models that reduce emissions while improving farm incomes.

The session emphasized the importance of linking local development actions with national climate goals. Climate-smart village interventions, farmer awareness on clean energy and sustainable practices and field-level impact measurement were identified as key areas where future professionals can contribute. Overall, the learning reinforced that climate-smart agrifood systems are not just an environmental priority but a viable pathway for inclusive and sustainable rural development

The speaker for the talk was Mr.Soumen Chatterjee, alumnus from the MBA (Rural Management) batch of 2008-10. He is presently serving as Assistant Program Director, Development Alternatives. Mr. Soumen has diversified work experience in the development sector having worked with various organizations like Hand in Hand India, ACCESS Development Services, AIACA, MAMTA HIMC, CRY and ChildFund India.

In his talk, Mr. Soumen provided valuable insights into systems change, social innovation, and inclusive entrepreneurship, particularly in the Indian context. He emphasized that real and lasting change cannot be achieved through small or fragmented interventions, as these often address only symptoms. Instead, sustainable development requires identifying and acting on root causes by transforming underlying structures, relationships, mindsets, power dynamics, and policies within social systems. Using a systems-thinking approach, Mr. Soumen illustrated how social challenges arise from complex interactions within interconnected systems rather than from isolated issues. A major focus of the talk was deep listening, which was presented as the foundation of effective social innovation. By listening closely to communities, building trust, and understanding lived experiences, solutions can be co-created with people rather than designed for them. These solutions should be tested through small, practical prototypes and then scaled by building partnerships, strengthening ecosystems, and integrating successful models into larger systems and policies.

The speaker for the talk was Mr.Soumen Chatterjee, alumnus from the MBA (Rural Management) batch of 2008-10. He is presently serving as Assistant Program Director, Development Alternatives. Mr. Soumen has diversified work experience in the development sector having worked with various organizations like Hand in Hand India, ACCESS Development Services, AIACA, MAMTA HIMC, CRY and ChildFund India.

In his talk, Mr. Soumen provided valuable insights into systems change, social innovation, and inclusive entrepreneurship, particularly in the Indian context. He emphasized that real and lasting change cannot be achieved through small or fragmented interventions, as these often address only symptoms. Instead, sustainable development requires identifying and acting on root causes by transforming underlying structures, relationships, mindsets, power dynamics, and policies within social systems. Using a systems-thinking approach, Mr. Soumen illustrated how social challenges arise from complex interactions within interconnected systems rather than from isolated issues. A major focus of the talk was deep listening, which was presented as the foundation of effective social innovation. By listening closely to communities, building trust, and understanding lived experiences, solutions can be co-created with people rather than designed for them. These solutions should be tested through small, practical prototypes and then scaled by building partnerships, strengthening ecosystems, and integrating successful models into larger systems and policies.

On 13th September 2025, KIIT School of Rural Management (KSRM) hosted Mr. Sujit Saran, Zonal HR Lead at Bharat Financial Inclusion Limited (BFIL), for an insightful interaction with MBA (Agri-Business Management) and MBA (Rural Management) students.

Drawing from over a decade of leadership experience at Magma Fincorp, Aditya Birla Health Insurance, HDFC Standard Life Insurance, and Balasore Alloys, Mr. Saran now leads HR initiatives at BFIL. An alumnus of KIIT School of Management, IIM Calcutta, and Manipal Academy of Data Science, he combines rich industry expertise with a passion for mentoring.

In his talk, Mr. Saran emphasized the importance of continuous learning and adaptability in career growth. He highlighted the widening gap between education and corporate realities post-pandemic, and the rising competition as MBA graduates increase each year. Urging students not to chase brands, he advised: “Focus on opportunities for learning and growth.” He also stressed that while HR aligns organizational and employee needs, self-assessment and preparation rest with individuals.

Introducing students to BFIL’s role in financial inclusion, he shared how its 2,800+ branches nationwide—including 270 in Odisha—extend microfinance to underserved communities. He described “human finance” as connecting financial services to people’s dignity and aspirations.

The session concluded with an interactive Q&A on sectoral challenges, regulations, and career opportunities in microfinance, leaving students inspired to approach their careers with clarity and purpose.