Dr. John Hoffmire: Hello Swagat. I’m delighted to have a chance to reconnect and learn more about what you are currently working on. You have had an interesting career that spans diverse and challenging roles, from District Collector of Kasaragod to Managing Director of Kerala Water Authority. I want to ask you what drives you to take on such varied challenges?
Swagat Bhandari: Thank you, John. My motivation stems from a deep-seated desire to make a positive impact wherever I serve. Whether it’s implementing a Rupees 150-crore (approximately £2 billion) development project in Kasaragod or engaging in global discussions on leadership at Oxford, I see challenges as opportunities to learn and grow. I thrive on problem-solving, collaboration, and turning ambitious goals into tangible outcomes. Each role adds a new layer to my understanding of public welfare and leadership.
John: Your tenure as Managing Director of the Kerala Water Authority was marked by bold decisions and significant resistance. How did you navigate these challenges?
Swagat: The role was both demanding and rewarding. I would say that it wasn’t really resistance but checks and balances exercised by different stakeholders. In my previous role at a public utilities company, I faced a situation where there was a clear need to increase meter reading targets in order to improve operational efficiency. However, the decisions related to these situations met significant opposition from the unions, as they were concerned about the impact on their members.
To navigate this challenge, I decided to take a hands-on approach. I personally went out into the field to conduct meter readings alongside the staff, which gave me valuable insight into the practical challenges they were facing. This experience not only helped me empathize with the union’s concerns but also made me realize that adopting new technology, such as handheld reading devices, could significantly streamline the process and reduce the burden on staff.
I initiated the procurement process for the new technology and worked closely with the unions to negotiate an agreement that addressed both their concerns and the company’s goals. By engaging in open dialogue and being receptive to feedback, we were able to reach a solution that satisfied all sides.
This experience taught me the importance of understanding the perspectives of all stakeholders and finding common ground, particularly when managing conflicting interests. It also reinforced my belief in the value of transparent communication and a hands-on approach to problem-solving.
John: Your tenure as District Collector of Kasaragod during the pandemic was widely lauded. How did you manage to deliver impactful projects under such stressful circumstances and what key lessons did you learn from this challenging assignment?
Swagat: It was an extraordinary period and was indeed one of the most demanding and rewarding phases of my career. Kasaragod was one of the hardest-hit districts during the second wave of COVID-19. We worked tirelessly as a team, focusing on data-driven strategies and community engagement. From implementing e-offices across the district to disbursing Rupees 5 lakh (roughly £1,000) each to over 5,200 Endosulfan victims transparently, every decision was about prioritizing people’s welfare. The key was empathy and ensuring that no one was left behind.
In addition, leading during a crisis taught me the value of adaptability and meticulous data analysis in decision-making. One of the most rewarding aspects was implementing a policy change based on my team’s Covid data analysis, which significantly improved our management strategies. On a personal level, the experience reinforced my belief in the resilience of communities and the importance of listening to people’s concerns—every village visit left me inspired.
John: You’ve recently taken up a role as Officer on Special Duty at IIT Kanpur. What motivated this transition, and what do you hope to achieve in this position?
Swagat: After years of working in administrative roles, I felt the need to engage in a more academic and research-oriented environment. IIT Kanpur provides a unique platform to leverage my experience in public policy and project management to contribute to innovation and education. I’m excited to explore opportunities that bridge the gap between governance and technology, especially in areas like water management and sustainable development.
I am currently serving as the Nodal Officer for Translational Research, where our primary goal is to support the journey of innovative technologies from the lab to the market. Specifically, we are focusing on helping faculty members navigate the ‘Valley of Death’ that often occurs between Technology Readiness Levels 4 to 7, where many promising technologies face challenges in advancing from proof-of-concept to commercialization.
This is a new initiative, and I am genuinely excited to contribute to this transformative process. We aim to provide the necessary resources, mentorship, and connections that faculty members need to bridge the gap between research and market deployment. One of the key aspects of my role is to collaborate with industry experts, funding bodies, and technology transfer professionals to understand best practices and identify funding avenues for this transition.
I am particularly excited about the opportunity to learn from experts in this field and continuously improve our strategies.
John: You certainly made a positive difference with your cohort as you recently completed the prestigious Chevening Gurukul Fellowship at Oxford. Can you share some highlights and what you brought back from it?
Swagat: I had the privilege of completing the Chevening Gurukul Fellowship for Leadership and Excellence at the University of Oxford, at the Department of Politics and International Relations, funded by the UK FCDO. It was an incredible opportunity to not only learn from some of the most renowned speakers on issues impacting global leadership, but also to form lasting friendships with a diverse cohort of professionals from around the world. The fellowship offered invaluable exposure to global perspectives, and I was able to engage deeply with the challenges and opportunities in leadership today. I’m fortunate to be part of the prestigious Chevening network, and I’ve continued to leverage these connections to enrich my current role. In particular, I’ve maintained close relationships with my flatmates and colleagues from the cohort, and I regularly stay in touch with the Oxford community. I continue to participate in the initiatives that you undertake like the awareness initiative you undertook in Kochi and I am really thankful to you for giving me opportunities to make a positive difference. This ongoing network has been an immense source of support and inspiration as I navigate my professional journey.
John: Swagat, you inspire me. I’m proud of the great work you are doing and wish you every success in your endeavors. I am also glad you will have a chance to work in an academic environment after the year you spent at Harvard.
Swagat: Thank you so much, John. Your guidance through the Fellowship was really incredible. I hope to continue staying in touch with you and to participate in your initiatives in India.
Swagat Bhandari is an Officer on Special Duty, Indian Institute of Technology, Kanpur, and a Chevening Gurukul Fellow for Leadership and Excellence at Oxford university, 2023.
John Hoffmire is a Research Associate at the Oxford Centre for Mutual and Co-owned Business
