The P&Q Interview: Georgia Tech Scheller Dean Anuj Mehrotra

For Anuj Mehrotra, Georgia Institute of Technology’s Scheller College of Business is almost perfectly positioned for the changes inevitably coming to both business and business education.

“I feel very fortunate to be in what I’d call the ‘right square,’” says Mehrotra, who took over as Scheller’s new dean in January. “We’re not only located in Tech Square in Midtown Atlanta, but we’re also in the ‘right square’ in a broader sense: We have the right focus, the right timing, and the right location. I truly believe that this culture of collaboration will be a key differentiator for us as a college focused on innovation, technology, and business.”

“Atlanta, especially Midtown, is such an exciting place right now, with so much happening around innovation and business. And we have the right people to embrace that culture.”

A PROGRAM ON THE RISE

When he arrived at Scheller 10 months ago, Mehrotra took over a business school that already had a lot to brag about. This spring, Poets&Quants selected Scheller as one of our 10 undergraduate business programs to watch in 2024. Its undergrad program moved up one spot to crack the top 10 in our ranking of the best undergraduate business programs in the U.S. in 2024. At the graduate level, its full-time MBA ranked No. 27 in P&Q’s composite ranking of U.S. programs, while its executive MBA ranked No. 25. 

The school has been launching new programs at all levels to leverage both its location in the booming Midtown neighborhood as well as its deep tech foundations. These include a new minor in FinTech, and a new Sports and Entertainment Undergraduate Certificate, while integrating AI across its curriculum.

And, it’s building a new space for its graduate and exec programs. The third phase of Technology Square will feature two towers with more than 400,000 square feet of new space for research and collaboration. Scheller Tower, set to open in 2026, will have new space dedicated to distance learning and virtual classrooms. It will also share the first three floors with George Tower which will house the School of Industrial and Systems Engineering.

“Given my background in Industrial and Systems Engineering, I’m thrilled about the possibilities for interdisciplinary collaboration. With our students and engineering students in such close proximity, we’ll have even greater potential for joint programs, certificates, and minors,” Mehrotra tells Poets&Quants.

Q&A WITH  ANUJ MEHROTRA

Mehrotra, Scheller’s Stephen P. Zelnak Jr. chair and dean, recently sat down with Poets&Quants to talk about his vision and plans for a business school on the rise.

Our conversation, presented below, has been edited for length and clarity.

Let’s begin with an introduction of yourself and your journey to Georgia Tech Scheller.

I’m actually a Georgia Tech alum. I earned my PhD in the early ’90s from the School of Industrial and Systems Engineering in Operations Research. I began my career as a visiting professor at Carnegie Mellon University, now known as the Tepper School of Business. I spent a year there and even returned over the summers to teach in their executive programs for several years.

I then joined the University of Miami as a full-time faculty member, where I spent 25 years. Then I took on the dean position at George Washington University, where I stayed for five and a half years. When the opportunity at Scheller arose, I was very interested. I’ve been following Scheller’s trajectory over time, especially as a Georgia Tech alum, and I’m genuinely excited about what Atlanta and Midtown have become – a thriving innovation and startup hub and one of the fastest-growing technology areas in the country.

Scheller’s location here, along with the quality of its faculty and its rising reputation, made it feel like a full-circle moment after three decades of experience outside of Georgia Tech. So, that’s what ultimately brought me back to Scheller.

I’ve always been somewhat of an extrovert, so meeting people and engaging in these opportunities as dean is exhilarating for me. It’s energizing to interact with such a variety of people, not only students and faculty but also alumni, board members, corporate partners, and others. From my perspective, it’s a very interesting and fulfilling role.

What would you say were the big accomplishments or milestones at George Washington? What are the things you’re most proud of?

I’d say this: if you look at my tenure at George Washington, I felt like every dean has a honeymoon period, and even after five and a half years, I still felt like I was in mine. I think that was an accomplishment in itself – maintaining that positive, collaborative environment where things were still exciting, and we were making real progress.

In my view, the biggest milestone was creating an atmosphere of collaboration, not just within the School of Business but also with other schools like Engineering. We fostered partnerships between faculty, staff, students, and alumni, as well as interdisciplinary connections across the university. The market was demanding more flexible, interdisciplinary programs, and we launched several that met those needs.

One of the achievements I’m proud of is how we emerged from the challenges of COVID. Many schools struggled, but we came out stronger financially, operationally, and reputationally. I credit the faculty for getting us to that point.

I’m also proud of initiatives that enhanced student engagement and improved academic programs. Ultimately, one of our major focuses was strengthening ties with industry and government to create more placement opportunities for students. Those are some of the accomplishments I’d consider the most significant from my time there.

Switching over to Scheller, now that you’ve been in the deanship for almost a year, what are the big goals and visions you have for your time there?

That’s a great question. It’s actually been 10 months, not quite a year, but it’s been a dynamic and rewarding period. When I arrived, I saw incredible opportunities here. Scheller is at the intersection of innovation, technology, and business, especially being in Midtown Atlanta, where major corporations and startups are establishing a presence. I often feel like a puppy with a lot of bouncing balls around – it’s exciting, but it’s important to focus on what we want to achieve instead of trying to chase every opportunity.

I’m particularly excited about Scheller’s potential to collaborate with the rest of Georgia Tech. Since arriving, I’ve worked on initiatives like our FinTech certificate, which we launched with the College of Computing. It already has 100 students enrolled. We’ve also established a Finance and Technology Center to better prepare students for the marketplace. I’m interested in these types of student readiness programs in areas like consulting, real estate, AI, and FinTech. In addition, our Technology and Management Program continues to be a strong asset.

One of my key goals is fostering lifelong learning, or what I call ‘learning how to learn.’ This mantra is anchored in providing entrepreneurial, exponential, and global education and experiences for every Scheller student. Through our centers and interdisciplinary programs, we aim to make sure that all students graduate with entrepreneurial, exponential, and global experiences.

Another exciting vision is positioning Scheller as the most connected business school in the world. By ‘most connected,’ I mean that when people think of Atlanta or Midtown, they think of Scheller, and vice versa. I want Scheller to be interwoven with the business community here. One initiative to support this is our Tech Talks Business series – a fireside chat series with CEOs. I’ve been fortunate to have conversations with leaders from companies like Inspire Brands, UPS, and Siemens, and even held one with Goldman Sachs’ CEO in New York. This series has resonated with students and alumni across Georgia Tech, as these interdisciplinary discussions with prominent leaders draw large and diverse audiences.

Overall, we’re leveraging our location in Atlanta, where major companies like UPS, Home Depot, Inspire Brands, and Coca-Cola are headquartered. This proximity is a huge advantage and a significant part of our strategy to connect Scheller deeply with the business community.

Let’s break down Scheller’s offerings by education level – undergraduate, MBA, and executive programs. What’s new or unique about each? Let’s start with the undergraduate program.

For our undergraduate students, one of the most important initiatives is the expansion of student readiness programs, like the Finance and Technology Center. We’re also developing centers for real estate and consulting, building on existing programs such as Technology and Management and Analytics. These readiness programs are key to preparing students, not only by giving them hands-on, experiential learning opportunities but also by fostering an entrepreneurial mindset. We’re revising the curriculum to ensure every student has access to these kinds of experiences before graduating.

Another important initiative is Scheller’s involvement in Georgia Tech’s Create-X program, which supports students in launching startups. This is a major part of enhancing student experience and engagement with entrepreneurship.

Programmatically, we’re tapping into the unique strengths of Atlanta by offering certificates and minors in areas of high regional interest, like real estate, sports and entertainment, entrepreneurship, and FinTech. Additionally, we’ve seen strong interest in our business courses from students in Georgia Tech’s Colleges of Computing, Engineering, Design, and Arts and Sciences.

We’ve also reintroduced a Master’s with a major in Management, which we’re now structuring as a 4+1 program. This allows undergraduates from various disciplines, including computing, engineering, and the sciences, to take some graduate-level business courses during their undergrad years and count those toward a pre-experience Master’s in Management. This program launched this fall with 21 students and has potential for significant growth, giving students from diverse fields an accelerated pathway into business education.

Stackability might not be fully developed at the undergraduate level, but I’m interested in how schools are exploring badges, certificates, and other stackable credentials. Is this something Scheller is looking into more at the undergrad level?

At the undergraduate level, we’re indeed exploring certificates and minors, though we tend to differentiate by terminology. For undergraduates, we usually use the term ‘minors,’ while ‘certificates’ are more common at the graduate level, though the concept is similar. We’re not as focused on stackability at the undergraduate level. However, at the graduate level, particularly with our MS in Management, stackability is more central. This program includes 18 elective credits, allowing students to pursue additional certificates beyond the core business certificate. For example, students could combine certificates like AI and analytics within their electives.

We’re also planning to offer the MS in Management program online, with enough electives to provide specific focus areas for interested students. This approach will allow for flexibility and specialization, which aligns well with stackable credentials at the graduate level. So, while stackability is more of a priority for our graduate programs, we’re certainly exploring similar options at the undergraduate level through minors and certificates.

What about innovations at the graduate level?

As I mentioned, we recently launched the MS in Management and are planning to take it online. We’re also reviewing all our MBA programs, including the Executive MBA, which currently has two tracks: one in Management Technology and another with a Global focus. As we continue discussions across the university, we’re considering adding more tracks, such as one in Health, and we’re also exploring the possibility of an online MBA program.

Our MS in Management offers a high degree of customization and flexibility due to its stackable structure, which allows students to tailor their experience. Additionally, we’re collaborating with the College of Design on a real estate certificate. Given the construction boom in Midtown Atlanta, there’s clearly high demand for expertise in this area.

When it comes to developing online versions of these programs, are you finding that students are increasingly demanding them?

I’d say it’s not necessarily the current Georgia Tech students in our in-person programs asking for more online options. However, if you look across the country, online programs are definitely on a growth trajectory. Many schools are launching online, hybrid, or virtual programs, also known as distance learning programs. We’re actively exploring these formats, especially as we’re in the unique position of developing a new Scheller Tower across from our current building. This new space gives us the opportunity to design with our future programmatic needs in mind, which could include online and hybrid options. So yes, it’s something we’re very seriously considering right now.

Drilling down into the MBA, what do you think are the defining factors of the Scheller MBA?

I’d say a defining factor of the Scheller MBA is our strong reputation and focus on ensuring all MBA students are technologically savvy. Nearly every course has a quantitative, technology-focused approach. Our MBAs excel at the intersection of innovation, business, and technology—whether in marketing, analytics, or finance. By the time they graduate, they’ve developed a robust tech-savvy skill set that truly sets them apart.

Are there any particularly innovative initiatives you’re exploring in the MBA? With everything changing so quickly and the competition being fierce, what are you doing to stay ahead?

We’re having regular conversations on using generative AI (Gen AI) in research, teaching, and the classroom. Faculty are experimenting in various ways – for instance, generating multiple practice quizzes or exams for students, or developing new teaching techniques that incorporate Gen AI. The idea is to understand how students can use Gen AI effectively while also learning independently. We’re embracing innovation here, rather than just tolerating it, which is an important distinction. At Scheller, faculty and students are genuinely eager to explore these new tools.

For example, we’re testing XR and VR technologies in some classes to see how they can enhance case studies and learning experiences. We’re also exploring ways to create global, experiential projects that connect students with companies and peers worldwide, rather than relying solely on in-person projects. While other schools may be exploring similar tools, we’re at the forefront of these innovations, actively integrating them into our MBA, undergraduate, and executive programs.

Are there any challenges in the current MBA market that are specific to Scheller, and what are you doing to address them?

We’re recognized as a top program in areas like information technology, operations, and supply chain. However, we’re also strong in other fields, such as FinTech, which is why we’re heavily investing in our Finance and Technology Center. We also have strong faculty in real estate, not only within Scheller but across Georgia Tech, which is significant. Sustainability is another focus area, and our Ray C. Anderson Center For Sustainable Business is making strides to meet growing student interest there. Business analytics is also a major area for us.

To address the challenges of standing out in these broader fields, we’re making strategic investments to strengthen our programs and attract faculty talent. Right now, we’re focused on building a more comprehensive reputation that highlights our strengths across a range of fields.

For your full-time MBA program, are enrollment numbers where you want them? Are you looking to grow, hold steady, or are you seeing any trends?

Our full-time MBA program has been steady for the past few years, with a target class size in the range of 70-75 students. This year, however, application numbers are looking quite high, so we may reconsider expanding. For now, though, our focus remains on maintaining or enhancing the program’s reputation, particularly in the full-time MBA, and we’re aiming to keep that strong cohort size around 70-75 students.

Do you have any insights on what you think is happening with the application numbers?

Honestly, it caught me a bit by surprise. For the last 10 years, the trend has been downward, not upward. But this year, applications are on an upward trajectory – not just from international students, which I expected, but also from domestic students. I think it reflects market conditions. While the market has fluctuated over the last decade without showing this kind of increase, there’s clearly some renewed interest in MBA programs right now.

Anything in the executive space that you’d like to highlight?

The executive space is really twofold. First, in the Executive MBA, we’re exploring additional tracks to better serve the community and looking at hybrid and online formats to see where we can make an impact. On the executive education side, we’ve launched some important certificates. For instance, we now offer an AI in Business certificate four times a year as an open enrollment program. While we’re largely focused on custom programs with long-standing partners, we’re also expanding these offerings.

An interesting new development is Georgia Tech’s recent launch of the College of Lifetime Learning, approved just this semester. This college aims to serve in various ways that we’re still considering, but it’s a great opportunity for Scheller to collaborate and create programs that reach different markets. Much of what you mentioned – badges, certificates, and stackable credentials – may be a better fit for the College of Lifetime Learning. It could also provide pathways into some of our certificates, executive education programs, and even degree programs at Scheller. There’s a lot to explore, and we’re very excited about the potential of this new college and the possibilities it brings.

Scheller is also erecting a new building at Tech Square. Could you update us on that project?

It’s an incredible opportunity for us. I can see the building going up right from my office – every three or four weeks, another story is added. It’s slated to open in January 2026, so we’re about a year and some months away, but it’s progressing well. It’s going to be a state-of-the-art facility, and we’ll move some programs, faculty, and centers into that space. We’re also planning to include distance learning and virtual classrooms, along with dedicated spaces for our students, executives, and MBA programs.

We’ll finally have a bit more breathing room, even though our current Scheller building is in great shape. What’s particularly exciting is that this new Scheller Tower will share its first three or four floors with a second tower – the George Tower – which will house the School of Industrial and Systems Engineering. This school is relocating from another part of campus to Midtown. Given my background in Industrial and Systems Engineering, I’m thrilled about the possibilities for interdisciplinary collaboration. With our students and engineering students in such close proximity, we’ll have even greater potential for joint programs, certificates, and minors.

Midtown Atlanta has a unique energy and buzz, and this new building will put us right in the center of it. It’s an incredible opportunity for both our students and faculty.

In relation to that buzz, the pace of change in the job market and business education itself is just unbelievably fast right now. What do you see as the challenges for business education in keeping up, and what is Scheller doing to stay ahead?

That’s a great question. As you mentioned, the pace of change in business is critical. The ‘half-life’ of education is now just a few years, which means skills need to be constantly refreshed. A few years ago, I would have said that critical thinking, problem-solving, and communication were the most important traits for graduates. While these are still crucial, Georgia Tech students tend to have these skills inherently. Now, we’re focused on ‘learning how to learn’ – encouraging students to constantly reinvent themselves and develop an entrepreneurial spirit.

From a student perspective, we’re doubling down on experiential learning, entrepreneurship, and global experiences. Another major challenge is the cost of education. Fortunately, as a state school with competitive tuition, we offer one of the best ROIs in education, and we’re committed to maintaining that.

The third challenge is that business education has shifted to become ‘X plus technology and business’ – whether it’s health, finance, or engineering, every field now intersects with technology and business. We’re leveraging Georgia Tech’s culture of collaboration to make interdisciplinary programs available across the university. Working with the College of Lifetime Learning, the College of Computing, and the School of Engineering, we’re ensuring that students, whether at Scheller or in other departments, have access to these programs.

Finally, we’re positioning ourselves as the most connected business school. We’re building a think tank with industry leaders and entrepreneurs to guide us and help us anticipate the pivots we might need in the coming years. These conversations are already in full swing, as we look to serve the community’s needs today and in the future.

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