Mobilizing Global Academic Talent: A Strategic Move for India’s Higher Education Sector

‍Leadership Beyond Borders                                                    

This is about an engagement when an Indian university who has transitioned from a teaching-focused to a research-driven institution needed global research leaders who would help them excel further in this journey. They needed a trusted academic advisor and a talent strategy that would take this next-generation university to the right and handpicked global audience. The brief was ambitious, “attract multiple globally renowned academic leaders across niche domains to drive research excellence, inculcate and nurture research orientation in early career academics, bolster the university’s research ecosystem and elevate institutional credibility”. What followed was a deeply collaborative and strategic leadership talent search across continents, disciplines, and academic cultures.

Client Scenario: Building a Research-Focused University

The client, a Tier 1 full-service Indian university, who had its foundational work already underway, including new policies, governance, infrastructure (labs and centres) and research frameworks, wanted to bring in global research leaders to lead this transition from the front. These multiple academic leadership appointments across diverse domains like Entrepreneurship, Marketing, and Psychology were not just about filling roles. They were about building institutional identity; bringing in leaders who could provide research expertise, international exposure, and academic stewardship.

Industry Context: Barriers to Global Academic Mobility

Despite India’s increased focus on academic growth, the path to attracting international academic leaders remains challenging. Compensation gaps remain significant as Indian universities typically offer packages lower than international universities in mature markets like the US, Australia or UK. Younger scholars find the trade-off unappealing, while senior academics are deeply rooted in stable, tenured ecosystems. Geopolitical dynamics and changing immigration regimes have added friction to mobility, especially for long-term relocations.

In disciplines like Psychology, where a majority of global academic leaders are women, cross-continental relocation often presents practical and familial challenges, even when there is strong interest in the role. Emerging fields like Entrepreneurship present another hurdle. In India, these emerging disciplines create hesitation among global experts who are used to robust academic ecosystems. Cultural unfamiliarity compounds it all. The academic operating model in India is often perceived as unclear or unfamiliar, with candidates unsure about research infrastructure, autonomy, and career progression.

Our Approach: Precision, Cultural Fitment, and Context

Deininger’s mandate was clear, but the solution required a careful approach. It was not about mere outreach but also about positioning, alignment, and long-term integration.

• Global Academic Talent Mapping: We mapped the global academic landscape to identify scholars with strong research focus on cross-cultural and/or cross-border aspects and who were traditionally open to working internationally.
• Targeted Candidate Focus: Our search prioritized candidates with connections to India or whose research addressed challenges and opportunities of emerging markets.
• Positioning the Opportunity: The university was rightly positioned as a unique platform to lead and innovate in India’s growing research sector.
• Candidate Support and Onboarding: We offered guidance on Indian administrative processes (especially taxation) and facilitated introductions to university leaders and peers.
• Relocation and Integration Assistance: We offered to help in connecting them with agencies that provided accommodation assistance, schooling insights, and support for spouses to ensure a smooth transition and integration.

Outcome: Global Leaders, Institutional Impact

We were able to attract multiple globally respected academic leaders across niche domains with each leader bringing along a stellar research portfolio, proven research leadership, high-quality academic pedigree and international experience. It is a cultural shift, bringing new research energy, global connections, mentorship, and greater visibility to the university’s research agenda. Beyond individual appointments, the university is strengthening its positioning as a serious global academic player, able to attract and retain world-class talent.

A Blueprint for Global Academic Integration

This engagement demonstrated alignment of vision, strategy, and execution. For Indian higher education landscape to truly globalize, it must go beyond reactive hiring. It needs a thoughtful, long-view approach to leadership; rooted in context and capability. At Deininger, we are proud to have played a role in this transition, helping a bold institution write a new chapter in the Indian education sector.

If you would like to know more about the education sector in India and its academic leadership requirements, do not hesitate to contact the author of this blog post Amrita Dutta, Principal and Practice Head - Education and Social Sector in our Delhi office.