Aneesha Kochar, a deals professional with experience across insurance, real estate, and SaaS diligence, always thrived on the adrenaline of closing deals and meeting targets. Yet, as her career progressed, she set up herself asking a question numerous professionals reach at some point what if she could see the company from the top, rather than solely through the lens of a deals channel? Her answer came in the form of an Administrative MBA( EMBA) at SP Jain School of Global Management, a decision she describes not as a response to a bad day, but a purposeful move to broaden her perspective and strengthen her capability to suppose strategically. 

Kochar recounts that the shift was n’t just academic but internal. “ Problems started looking like mystifications screaming for further perceptive queries rather than checkboxes, ” she explains. She noticed subtle changes in how she interacted with associates, from casting less aggressive emails to approaching meetings with a mindset concentrated on understanding rather than replying. The EMBA experience, she says, unnaturally reshaped her thinking from executing tasks to considering strategy. 

From the veritably first week, Kochar says the program emphasized a metamorphosis in study rather than simply acquiring knowledge. Classes on strategy and invention equipped her with a new perspective, helping her to question hypotheticals, examine competitive advantages, and anticipate implicit dislocations. “ It was n’t just scholarly proposition, ” she notes. “ It changed how I frame issues, prepare for meetings, and respond appreciatively. ” Rather than presenting data alone, she now approaches problems by participating perceptivity, suppositions, and proposed tests — a subtle yet poignant distinction that signals a move from reactive decision- making to strategic leadership. 

One of the name aspects of Kochar’s EMBA trip was the diversity within her cohort. cooperative exercises and rout sessions frequently needed her to negotiate and reach agreement with associates from a range of professional backgrounds, including engineering, finance, force chain, and manufacturing. “ Those gests forced me to hear — really hear — and be open to changing my mind, ” she recalls. Through debate, disunion, and discussion, Kochar discovered the value of synthesizing multiple perspectives to arrive at stronger results, a skill she considers pivotal to effective leadership. 

The program also encouraged her to step out of her comfort zone. For case, during the Global Strategy Immersion Project for Sula Stations, Kochar worked on assaying implicit request entry into Vietnam. Despite not having previous experience in the FMCG sector, she and her platoon batted distribution models, tested request hypotheticals, and developed suppositions late into the gloamings. These real- world exercises, Kochar says, not only honed her logical chops but also corroborated the significance of cooperation, rigidity, and rapid-fire literacy. 

A crucial enabler of her experience was SP Jain’s Engaged Learning Online( ELO) platform. Far from being a unresistant online literacy terrain, ELO offered live commerce with professors, quick pates, virtual whiteboards, and rout sessions that imaged in- person classrooms. “ It forces you to show up, not just physically but mentally, ” Kochar explains. This position of engagement, she says, changed geste 

and thinking rather than simply transferring information. 

The impact of the EMBA is apparent in her professional life. Whereas success had preliminarily been measured in unrestricted deals, Kochar is now laboriously involved in strategic conversations, including client retention tactics, go- to- request strategies, and product roadmaps. She contributes environment and narrative, asks more perceptive questions, and applies fabrics to help her platoon prioritize sweats. The metamorphosis is n’t only in what she does but also in how she presents herself and the exchanges she’s invited to join. 

Of course, Kochar acknowledges the trade- offs. The EMBA demands time, energy, and juggling multiple liabilities contemporaneously. “ There are weeks when you’re writing case missions at night, negotiating contracts during the day, and wondering if coffee counts as a food order, ” she laughs. Yet, she views these challenges as part of the broader lucre enhanced perspective, expanded networks, and a toolkit that enables professionals to serve effectively in query. 

Reflecting on her experience, Kochar encourages those considering an EMBA to embrace the challenge. The program, she says, stretches actors, introduces occasional overwhelm, and indeed leads to featuring in fabrics but it also provides a meta- view of business and leadership that can unnaturally change how one operates. For her, the shift from a task- acquainted near to a strategy- inclined leader has been transformative, offering not only particular growth but the capability to impact associations at a advanced position.