Today marks a significant milestone in my career as I complete 10 years as an Assistant Professor at Maharaja Sriram Chandra Bhanja Deo University, a state public university in Odisha. Before stepping into academia, I spent 11 years in the software industry in Bangalore, navigating the fast-paced, results-driven world. These two contrasting chapters of my professional life, as I call them Life 1.0 and Life 2.0, have been a journey of discovery, adaptation, and sometimes frustration. Moving from corporate to academia in a government setup has been nothing short of a culture shock, and reflecting on this journey has brought valuable insights about how both worlds function.
When I joined the University, obviously I was unprepared for the dynamics of a government setup. But I guess I adapted somehow. In the software industry, clarity in roles and expectations drives efficiency. Decisions are often guided by data, logic, and collective goals. On the contrary, in academia, I encountered a system deeply intertwined with hierarchical sensitivities, procedural red tape, and individual egos that frequently overshadow the work itself. In the government machinery, decisions are not always about what is best for the system but about what maintains the delicate balance of power and status among individuals. Navigating this has taught me a different set of skills—patience, diplomacy, and an acute understanding of interpersonal dynamics. And most importantly—when to remain silent!
One of the most surprising and disheartening aspects of working in a government setup is witnessing how personal egos often take precedence over organizational objectives. A simple decision or suggestion for improvement often gets mired in debates about "who said it" rather than "what was said." This often demotivates you as you feel that the information is never reaching the top bosses who often intend to do wonders.
Over the years, even I developed a trait within me that never existed before: ego.
Government institutions are inherently different in structure and purpose from corporate organizations. While the private sector focuses on profitability and growth, government setups operate to serve public interests, often grappling with resource constraints and diverse stakeholders. But these structural differences alone do not explain the inefficiencies. Bureaucratic inertia—stemming from rigid hierarchies, a focus on compliance/procedure over innovation, and a lack of motivation—makes progress slow. Government institutions often function in a state of comfort with the status quo. "If it ain't broke, don't fix it!"
Automation, which I once took for granted in the corporate world, is a significant challenge in government setups. There are many skill gaps. The resistance to change is clearly visible. The lack of adequate training for staff to use new technologies hinders successful adoption. Government institutions still rely on outdated systems like hard-copy letters, making integration with modern technology complex and costly. Even if they use technology as old as 50 years like email, it's always advised to take a printout of that email.
Another stark reality I have observed is the gap between university curricula and the needs of the industry. In my software career, I witnessed how rapidly technologies evolved and how companies adapted to stay competitive. Yet, in academia, I see curricula that have remained largely unchanged for decades. While the industry has moved on to adopt new skill sets, many Indian universities still emphasize outdated theories with limited practical relevance. However, there are challenges involved in this transition. Introducing modern courses often requires infrastructure, faculty expertise, and most importantly funding that many universities lack. A reluctance to move away from traditional syllabi persists, partly due to inertia and partly due to a lack of awareness about industry trends.
What do I miss here? Well, Saturday is not a holiday for academia—that is something I dearly miss. I do get summer vacations but they often get spent attending training programmes. And of course, I miss the money from my corporate days—it's hard not to.
Despite the challenges, my 10 years in academia have been rewarding in many ways. I have had the privilege of shaping young minds, contributing to research, and meeting eminent personalities. Being in corporate life, I perhaps wouldn't have had a chance to be near the President of India.
In the corporate world, I was doing a job—making someone rich. In academia, I am doing a service—making my students rich. There is nothing quite like the moment when a student calls me to share the news of getting a job. That simple call, brimming with gratitude and excitement, makes all the challenges worthwhile.
People often ask me which one is better. My answer is still "I don't know!"
I don't know, if I came here by accident or by destiny? Forrest's words from the movie Forrest Gump ring in my ear: "I don't know if we each have a destiny, or if we're all just floatin' around accidental-like on a breeze, but I, I think maybe it's both. Maybe both is happenin' at the same time."
Looking forward to another decade: Life 3.0 !!!
~Swarup
