From Orders to Open Dialogue: How ISB Rewired My Understanding of Leadership

I still remember the day, early on in my study at ISB, when my entire class was immersed in a case discussion on an airline’s expansion strategy. During the session, I drew on my nearly decade-long Navy experience to offer a different perspective on cost optimisation and asset deployment, an angle that hadn't been considered initially. 

What happened next isn’t something I had expected—my contribution sparked a robust dialogue in the classroom. That singular moment was deeply validating. It proved to me how diverse academic and professional insights, even from non-corporate backgrounds, can unlock new ways of thinking to add value in a business school setting.

Before stepping into business school, I served as an officer in the Indian Navy for almost a decade. As part of my job, I handled naval operations, logistics, and project execution, often under high-pressure, mission-critical conditions. I had the privilege of working alongside senior defence leadership to implement cutting-edge technologies, drive sustainability initiatives across large-scale operations, and lead cross-functional teams. 

Over time though, I realised that if I wanted to drive change beyond the military, whether in the private or public sector, I needed to augment my operational expertise with formal business knowledge. 

In the Navy, I learnt to perform under pressure and manage complex operations, a skill that deeply influences my decision-making even today. I wanted to use my experience in military strategy to influence systems, build for scale, and drive impact in the business world. That’s what brought me to ISB.

Unlearning Authority, Relearning Leadership

In the Navy, an execution-centric mindset was dominant, but ISB has helped my leadership skills evolve—I’ve come to understand that leadership isn’t about giving directives. Instead, effective leadership is about building influence, being empathetic, and adapting to constant change. My mindset is shifting to one that is holistically grounded in strategic, financial, marketing, and operational thinking.

These insights came about not just through classroom lectures but were built into collaborative group assignments and club activities, further bolstered through real-time peer interactions. It is these collective experiences that made it clear that collaboration often matters more for success than individual brilliance. I’ve realised that in business, there are rarely black-and-white, singularly “right” solutions. Instead, we must arrive at them using a combination of trade-offs, accommodating for unintended consequences, and choosing from multiple paths to impact.

Working alongside classmates from finance, marketing, entrepreneurship, product management, and family businesses has consistently challenged the way I think. The diversity in the classroom isn’t merely demographic—it’s experiential. Conversations often spill out of the classroom, and these hallway or late-night sessions are just as enriching as the coursework itself. They have played a huge role in reshaping my worldview.

The collective wisdom of the community has been one of the most impactful parts of this journey for me. Life on campus has been nothing short of an adventure. The days are all about classes, case discussions, club activities, industry talks, and projects. But it’s the in-between moments of spontaneity where the magic happens: spontaneous case prep sessions at midnight, intense brainstorming over coffee, and unexpected conversations that turn into deep friendships. The residential setup accelerates connection, turning peers into friends, and friends into lifelong collaborators. There’s a unique energy on campus that pushes you to bring your best version to the table every day. For someone coming from an unconventional background, that has made a world of difference.

Balancing Experience and Reinvention

There are already so many takeaways from my experience. Firstly, the learning never stops. Even though the curriculum is fast-paced, the depth is real. Secondly, your peers are your greatest assets. The diversity, wisdom, and generosity in this cohort are extraordinary. Thirdly, growth comes from stepping into discomfort—whether you’re learning something new, presenting nervously in front of a room, or reconsidering your career. And finally, there’s no one path to success—you can define success for yourself.

If you’re contemplating a transition to business school, irrespective of your background, come with an open mind, a willingness to unlearn, and the courage to show up honestly. Your past experience is an asset and will be relevant, but ISB gives you the opportunity to recontextualise it with a whole new set of skills, perspectives, aspirations, and possibilities. Leverage your cohort—learn as much as you can and collaborate enthusiastically. Transformation doesn’t happen overnight. But if you lean into the process with your whole heart and the right intent, transformation is guaranteed. 

Synopsis:

Nikhil Sharma, a member of ISB’s Post Graduate Programme (PGP) Class of 2026, brings with him nearly a decade of experience as an officer in the Indian Navy, where he honed skills in high-stakes operations, strategic planning, and project execution. In this in-depth piece, he reflects on his transition from defence to business school, how ISB is shaping his perspective, and the insights he hopes to offer future leaders contemplating a transformational career pivot. His journey from the naval deck to the ISB classroom underscores the value of adaptability, continuous learning, and authentic leadership in navigating transformative career pivots. For those considering a similar leap, his insights offer practical guidance, honest reflection, and a blueprint for embracing change with both courage and curiosity.