New Delhi: Soumitra Dutta, 48, will become the 11th dean of the Samuel Curtis Johnson Graduate School of Management at Cornell University on July 1, 2012. In an emailed interview to Kaushal Lakhotia, the first Indian-origin head in the institution’s 66-year old history says education, health and infrastructure are the three weak points for India today.

Q1. How does it feel to be given an opportunity to head a prestigious business school? How do you think Cornell is going to change your life?
A. I am humbled by the confidence placed in my leadership to become the 11th Dean of the Johnson Graduate School of Management at Cornell University. This is a unique opportunity for me and it will change my life in many ways. It will help me to expand my professional world and allow me to use the platform of a top global business school to create meaningful impact in the lives of students and executives. At the personal level, I hope to integrate within the strong Cornell community and benefit from new friends and relationships.

Q2. How difficult would it be to leave INSEAD after a stint of 22 years? How was your experience at INSEAD?
A. It has been a very difficult decision to leave INSEAD after 22 years. INSEAD was my first full time academic position and I feel privileged to have been part of a global success story over the last two decades. At the same time Cornell is a unique opportunity and was difficult to refuse. I hope to be able to bring some of my experiences, especially in global management to Cornell.

Q3. Tell us something about your background and your family. Where were you born? How and where were you raised?
A. I was born in Chandigarh and raised in a middle-class professional family. My father is a medical doctor who spent his career in the Indian Air Force and my mother is a housewife who dedicated her life to her family. Growing up within the Air Force community, I spent time in many parts of the country – including Delhi, Jorhat and Bangalore – and also benefited from friends from across the country.

Q4. How was your life at IIT Delhi?
A. IIT Delhi is a global institution with a unique community. The peer group of students was brilliant in both academics and extra-curricular activities – they constantly pushed me to excel further. The faculty was dedicated to learning and certainly inspired my decision to become a professor myself.  It would not be an exaggeration to say that I would not be where I am today without having benefited from my years at IIT Delhi.

Q5. What do you think is the reason behind the continuous rise of Indian origin academicians at the top in the best institutions of the world?
A.There are several reasons which are making this happen. For one, the number of academicians of Indian origin at top global universities has been rising over the last several years. Two, Indians are born and raised in environments rich in diversity and are able to handle multi-cultural situations naturally. Finally, there are the important issues of talent and discipline – many of these Indian academicians are highly accomplished professors and do not hesitate to give 150 per cent to their professional contexts.

Q6. How do you view the Indian management education? Is there a wide gap between the business schools of the US, UK, France vis-à-vis India?
A. India benefits from having a strong culture and history of excellent management schools such as the IIMs and now more recently ISB. Most of the students and many of the faculty members at these institutions are world-class. Indian management schools need to invest more in faculty research and in making their schools more international – both in terms of students and faculty. Indian management schools have a unique opportunity to lead the world in research and teaching related to emerging markets from a global perspective.

Q7. What is your take on the India growth story? Have we been able to strike a balance between economic growth and economic development? How could it be more inclusive in your view?
A. India's growth story has been impressive in the last couple of decades but the story is still incomplete when one looks at the low levels of development in many parts of the country and also compares the recent development of India with those of other countries such as China and Brazil. Unfortunately our growth and development has not been sufficiently inclusive. There has to be a stronger focus on three key areas for enabling inclusive growth – education, health and infrastructure. All three are weak points for India today.

Q8. What is your prescription for Indian entrepreneurs and business houses?
A. Indian entrepreneurs and business houses have succeeded on the global stage today and they should be proud of their achievements, many of which have been made in adverse economic and policy environments. Indian entrepreneurs are very resourceful and I am confident that we shall see the emergence of the many new success stories in the years ahead. My message to them is very simple – be confident, be open to learning and work hard at making business a force for good, both at home and abroad.

Q9. Do you plan to come back to India some day?
A. I am in India every two to three months. My parents and sister live in Delhi and I have many friends in the country. I work regularly with many Indian institutions such as CII and Indian companies such as Infosys. I love India and I am Indian. I have never left India.