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In this conversation with Sumeet Mehta and Smita Deorah, co-founders of LEAD Group, we delve into their journey of transforming the educational landscape in India, especially in its smaller towns and cities. With an ambition to reshape classroom dynamics and foster inclusive learning environments, LEAD Group currently impacts 5 million students, predominantly in tier two, three, and four towns. The co-founders discuss the genesis of LEAD Group and the realisation that significant educational intervention was needed at the school level to make a lasting impact.
Through innovative strategies like the Student Led Conferences, where students become teachers for a day, LEAD Group has established a unique approach to visible learning outcomes and parental engagement. The co-founders' stories underscore the deep-rooted aspirations of Indian parents across socio-economic backgrounds, striving for better educational opportunities for their children. As LEAD Group continues to expand its reach with a vision to impact 25 million students or more, this conversation sheds light on the pivotal role of education in driving India's next wave of economic growth.
Team Enmasse: Can you share with us the moment or inspiration that led to the inception of LEAD Group? When did it transition from an idea to a pursuit for you?
Sumeet Mehta: The pivotal moment came while I was teaching marketing at a management school in Pune. I recognised that by the time students reach postgraduate studies, their foundational education is largely set in stone. It dawned on me that to effect real change in education, my efforts needed to target the school level. This realisation occurred in 2006, and I have since dedicated my life to enhancing school education.
Team Enmasse: For those unfamiliar, please explain explicitly what LEAD Group does.
Sumeet Mehta: At its core, LEAD Group addresses the gap in the quality of education schools provide, pinpointing the classroom as the starting point of this issue. We offer a comprehensive system that revolutionises classroom practices by equipping teachers with essential tools and resources needed to deliver quality education. Moreover, LEAD Group ensures the effective implementation of these changes by involving all stakeholders—principals, teachers, parents, and students—thereby embedding sustainable change within the school's ecosystem.
Team Enmasse: Suppose I manage a school that isn't currently affiliated with the LEAD Group but decides to join. What changes can we expect?
Sumeet Mehta: Upon joining LEAD Group, the most immediate transformation you will observe is in the classroom. Traditional classrooms, typically dominated by textbooks and blackboards, evolve into dynamic, multimodal environments. This includes integrating audio-visual devices, such as televisions, and materials designed for activity-based learning, making lessons more engaging and connected. This shift fosters heightened student participation and engagement. Beyond the classroom, you will notice an overall enhancement in teaching quality, with a more uniform level of excellence among teachers. At home, students benefit from a blend of traditional and digital learning tools, including a personalised app, while parents gain insights into their children's education, allowing for a more involved role. Ultimately, the school transforms into a digitally enhanced learning environment, creating tangible improvements in student enrollment and educational outcomes.
Team Enmasse: Smita, a notable aspect of LEAD Group's journey is its successful expansion into smaller towns and cities. Tell us more about the remarkable ambition and energy present in these communities and these Entrepreneurial Households
Smita Deorah: The ambition and resilience I've encountered in smaller towns and cities are incredibly high. Despite facing significant challenges, including those during the COVID-19 pandemic, the communities there maintain their aspirations without faltering. It's a testament to the burgeoning spirit across India, where people are eager to achieve greatness. This ambition is particularly palpable in schools, which are hubs of potential and energy within these communities. Schools are seen as beacons of hope, offering parents and their children the opportunity to break through societal barriers and achieve something substantial. This perspective is both energising and inspiring to me, as I witness a genuine sense of possibility and optimism.
Team Enmasse: At Enmasse, we think of the EPIC Opportunity as the power to turn aspiration into prosperity. What does aspiration mean to you?
Smita Deorah: Aspiration, from my perspective, reflects parents' desires for their children to surpass their own achievements. This ambition is deeply personal to me; it echoes the story of my father, who, originating from a small village, invested everything in our education to ensure we had better opportunities. Despite significant sacrifices, including living apart from us for years to ensure we could benefit from the opportunities in Mumbai, his priority was our future. This example mirrors a widespread sentiment across India, where parents are willing to allocate their savings towards their children's education, seeing it as an investment in a brighter future. They live vicariously through their children's successes, hoping for them to achieve more, whether it's in business, by securing better jobs, or by relocating to larger cities. This is the essence of aspiration I witness, especially in smaller towns, driving our commitment at LEAD Group to ensure that these educational investments yield tangible benefits.
Team Enmasse: On your travels throughout India, especially to schools in smaller towns, does the optimism still surprise you?
Smita Deorah: No, I'm not surprised anymore. The visible development and transformation of these towns over the past decade, within such a short timeframe, are both inspiring and indicative of the significant role they will play in India's future growth.
My initial shock came years ago when I returned to India and visited these areas. I was struck by their strong desire for quality education and their willingness to invest in it. My experiences, especially during the challenging times of COVID-19, reinforced my understanding that these communities remain steadfast in their aspirations, viewing obstacles as mere inconveniences. What surprises me is not their unwavering optimism but the misunderstanding or underestimation of these aspirations by outsiders, who often rely on data that fails to capture the true spirit and ambition of these communities. This disconnect is what truly surprises me, not the optimism and ambition I witness on the ground.
Team Enmasse: A recurring theme here at Enmasse is the belief that India's next economic growth wave will emerge from smaller towns and cities, rather than from metros like Mumbai and Delhi. Would you agree with this perspective?
Smita Deorah: I wholeheartedly agree, and I can point to two significant observations to support this view.
First, the burgeoning private education sector is a clear indicator of the widespread aspirations among parents. In India, any family with disposable income prioritises enrolling their children in private schools. Recent trends show that private schools accommodate half of the student population, even though only a third of schools are private. This demonstrates a collective aspiration to access better education, with those opting for government schools often constrained by affordability or accessibility.
Second, conversations with students, particularly those in the eighth or ninth grades, reveal ambitious dreams ranging from space exploration and technology to medicine, and innovative agriculture. Their ambition is fuelled not only by the quality of education provided by initiatives like LEAD Group but also by the widespread availability of the internet and digital resources. This access broadens their awareness of global opportunities and fosters a desire to contribute to the global economy.
Team Enmasse: What stands out to us about LEAD Group are two key aspects: the scale of the transformation you're implementing in schools and the locations where this change occurs. How many students currently benefit from the LEAD process?
Sumeet Mehta: Currently, LEAD Group serves approximately 5 million students. Our primary insight was recognising that while schools across India necessitate enhancement, those in smaller towns have the most critical needs. Here, children from vernacular backgrounds are tasked with learning complex subjects like mathematics and science in English, presenting a significant hurdle. Consequently, 80-90% of our operations cater to tier two, tier three, and tier four towns, which is where we witness the most profound impact.
Team Enmasse: When LEAD Group was initiated, did you anticipate that the demand would predominantly come from these smaller towns?
Sumeet Mehta: Indeed, we specifically designed LEAD Group with these communities in mind. My own background is from a small town, so I was acutely aware of the challenges and the scale of opportunity present there. Our strategy from the onset involved addressing the unique educational hurdles in smaller towns, including establishing our first school in a Taluka to ensure our solutions were directly applicable and impactful there. Our focus on these areas wasn't coincidental but a deliberate decision, which was also reflected in our initial sales efforts.
Team Enmasse: What can you tell us about the Student Led Conference (SLC), a unique aspect of LEAD Group's approach?
Sumeet Mehta: The concept behind the Student Led Conference stems from the realisation that waiting until the end of the year to assess learning outcomes is too late for parents to notice tangible progress in their child's education. We sought to make these outcomes more immediately visible. The most effective way to do this is by having students teach their parents what they have learned.
This involves inviting parents into the classroom and allowing students to assume the role of teachers for a day. Witnessing their child confidently presenting in front of a group of adults not only instils immense pride in parents but also serves as undeniable proof of their child's learning. This direct demonstration of progress is far more impactful than traditional grades or marks, fostering positive word-of-mouth about the school's distinctive approach. It benefits parents, students, and the school by reinforcing the value of the education provided.
Team Enmasse: As we conclude, could you share your vision for LEAD Group? What are your aspirations for its future?
Smita Deorah: My primary goal for LEAD Group is to extend our reach to 25 million students or more. There's a palpable sense of urgency because it feels as though these children are calling out for us, and it's our responsibility to respond as swiftly as possible. Whenever my team questions my drive for rapid growth, wondering if it stems from investor pressures, I clarify that the real pressure comes from the needs of the children. To me, every year we fail to reach more children represents a generation lost. The potential is immense, and I refuse to let it go to waste.
Furthermore, in the context of education, I aim to propel school education in India forward by fifty years to where it rightfully belongs.
Our country's future hinges not on our efforts alone but on preparing the next generations for greatness. Currently, we're falling short in providing an education system capable of achieving this. By scaling up, I hope to impact more lives directly and inspire a shift in the Indian educational ecosystem towards innovation and forward-thinking. This mission– fundamentally transforming how India perceives and approaches education– is my life's work. Whether through LEAD Group or other initiatives, my commitment remains unwavering: to elevate and redefine educational standards across the nation.
