Executive Summary
IIT Kharagpur has gained a reputation of
being a centre of quality education in
independent India and aspires to be
amongst the top institutes at the global
level. Considered as a crucial asset for the
nation, IIT Kharagpur has crossed 60
golden years. It has 19 departments, 16
centres/schools, 25 special research and
development units across engineering,
science, humanities, management and law,
and has produced more than 50,000
executives and academicians, now spread
across industry and academia.
The purpose of the report was to analyse the
building factors of both peer national and
international institutions that have led to
their impressive performance in QS
rankings in past years. The report has
segregated the transformational targets and
parameters for the institute among short,
mid and long term timescale of
achievement according to the criticality of
the issue and the capability of the institute
to successfully achieve them.
To reach the given targets the key initiatives
were proposed by the team in co-operation
with the helpful guidance of the eminent
faculties from various departments and the
students in the institute. The initiatives thus
proposed were the thoughts and suggestions
of the integral elements of our institutes
academic system and thus are reliable and
logical enough to be addressed by the
institute.
The report in total has given a brief
contribution to the initiative of the
administration to place the institute among
top 20 institutes in QS rankings till 2030.
IIT Kharagpur - Vision 2020
Here in the place of Hijli detention camp
stands the fine monument of India,
representing Indias urges, Indias future in
the making, this picture seems to me
symbolical of the changes that are coming
to India.
As a part of Nehrus dream for a free self-
sufficient India, the Indian Institute of
Technology Kharagpur was established to
train scientists and engineers after India
attained independence in 1947. It has been
a pioneer in imparting quality education
and producing world class engineers. It has
also provided the students with a platform
to explore various field of interest. The
Institute has one of the largest campuses in
India. Moreover, in all these years it has
widened its identity as only being a
technological institute. Apart from
engineering courses, the institute has also
included various other programs like law,
management and life sciences thus making
it a complete learning platform.
The institute ranks 286 in overall QS
rankings and stands at 90 in engineering
and technology category. We are lagging in
terms of the standards which were set for
us. The vision 2020 was launched as an
initiative to steer IIT Kharagpur into the top
20 in the engineering and technology
category by the end of the year 2030. It will
help IIT Kharagpur maintain and enhance
global leadership and excellence in
technology education, research and
innovation. But for making this vision a
reality, the entire Kharagpur family needs
to make significant changes in various
sectors.
Page 1
QS Ranking Methodology [1] The departments included in the survey
were Computer Science, Electronics and
Based on the four performance indicators, iii) Citations per Faculty
rankings are designed to assess universities Citations, evaluated in some fashion to take
of engineering and technology faculty. All into account the size of the institution, are
the four indicator carries different the best understood and most widely
weightage when calculating the overall accepted measure of research strength. QS
score. Collects the data of citations from Scopus,
i) Academic Reputation: and is counted on the basis of citations
It carries a weightage of 40% which is count for last 5 years and full time
measured using a global survey, which aims equivalent faculty.
at giving students a sense of the consensus
of opinion within the international iv) H - Index
community. A weightage of 85% H-Index, which is used to measure both the
international, 15% domestic is given to the productivity and impact of the published
sources for full calculations. work, is based on the scientists most cited
papers and the number of citation he/she
ii) Employer Reputation: received in other publications.
It carries a weightage of 30% and aimed at
giving the students a better sense of how
universities are viewed in the graduate job
market. A higher weightage is given to
votes for universities that come from
outside of their own country, so this
indicator is especially useful for
prospective students seeking to identify
universities with a reputation that extends
beyond their national borders. A weightage
of 70% to international and 30 % domestic
Fig.1: QS Ranking Features Weightage
is given to the scores after full calculations.

SWOT Analysis
The SWOT Analysis (Strength Weakness Departments which could not have been
Opportunity Threat) Analysis is used to better explained by professors themselves.
evaluate a business and frame a future
The SWOT analysis of all the departments
certainty was conducted jointly with the
are attempted to combine on the basis of
help of professors from our distinguished
their common thinking state on different
departments whose ranking play a role to
issues.
calculate the overall QS ranking of the
institute in engineering and technology.

Page 2
A) Strengths
Indian Institute of Technology is a
reputed brand with IIT Kharagpur being
the oldest IIT established in India.
IIT Kharagpur have the privilege of
having Asias biggest central library
incorporated with e-library status
Major proportion of the institutes area
still unused and has a potential to be
developed for future infrastructure
Institute has an efficient and reliable
faculty feedback system
IIT Kharagpurs newly established
alumni internship program promises
huge gains in the coming future
Incorporates largest number of
departments and student intake among
the other peer Indian institutions
Institute has been a breeding ground for
a large number of start-ups
Unrestricted internet access supports
the academic structure of institute
International Summer and Winter Term
establishes a platform to global
knowledge sharing
Fig.2: Strengths [2][3][4][5]
B) Weakness
MHRD being the primary source
funding has been below par as
conveyed by majority of departments
Lack of reputed student and faculty
exchange programs in the departments
IIT Kharagpur suffers from a
geographical disadvantage
Research papers published by IIT
Kharagpur lacks to attract citations
contributing to a lower H-index
Tremendously low student-faculty ratio
with lack of assistant professors
Excessive load on professors due to
involvement in administration
Lack of space in the departments to
setup sophisticated laboratories
according to international standards
Lack of incentives and motivation for
the students to pursue research
Except for a few departments, most lack
positive industrial collaboration
Less number of international recruiters
Outdated instruments in the laboratories
unable to support the research
Fig.3: Weaknesses [1][2][6]
Page 3
C) Opportunities D) Threats
Huge scope for branding Vulnerability from rapidly increasing
Potential for new major International budget of private institutions
collaborations as well as association Job oriented approach followed by
with industries majority of students with declining
Future capability to raise large sums of interest towards research
endowment funding Threat from foreign universities of
Tremendous opportunity to promote attracting the bright minds dedicated in
our feeble faculty and student the field of engineering and technology
exchange programs Under developed state of the
Participation in international geographical location is a major
conferences can improve our global hindrance for industrial collaboration
presence
A sophisticated Journal and a
repository to showcase our research
Inculcating the UG students in the
research projects to strengthen the
research foundation
Corporate involvement by introduction
of short term certification courses
Promoting the integral need of soft
skills in the institutes curriculum

Fig.4: Opportunities [2][7][8][9] Fig.5: Threats [10]

Page 4
Institutional Benchmarking
In order to achieve the dream of bringing Princeton Univ., USA
IIT Kharagpur into the top 20 universities Univ. Of Melbourne, Australia
in the world in 20 years, we need to set Technisch Universitat Munchen,
ourselves targets: short-term, mid-term and Germany
long-term. Setting targets gives us a Univ. Of Illinois, USA
tangible metric to compare our progress as UNSW, Australia
we move forward with our plan. [11] Politecnico di Milano, Italy
A) Short Term Benchmarks Univ. Of Texas at Austin, USA
Tokyo Institute of Technology, Japan
To be at the top among all the IITs within Seoul National Univ., Korea
the next 3 years. Comparing ourselves to Unv. Of Michigan, USA
IIT Delhi, Bombay, Madras, Kanpur and
Shanghai Jiao Tong Univ., China
Roorkee is a good place to start, since they
are institutes similar to IIT Kharagpur, in
terms of age, funding, infrastructure,
administrative structure and research C) Long Term Benchmarks
capability. [Appendix F]
Using the previously calculated metric, we
have choosen following top 16 universities
with the lowest score.
B) Mid Term Benchmarks
MIT, USA
We next obtained the list of the top 40
Stanford Univ., USA
universities, based on their QS rankings for
Univ. of Cambridge, USA
2015, and tabulated their rankings for the
years 2013,2014 and 2015. ETH Zurich, Switzerland
Univ. of California Berkley, USA
Summing up the ranks for the past 3 years, National Univ. Of Singapore
the universities were sorted in the Imperial College of London, UK
ascending order. A comprehensive study of Nanyang Technical Univ., Singapore
the data threw up an important pattern: 19
Univ. of Oxford, UK
out of the top 20 universities have been
California Institute of Technology,USA
ranked within the top 20 throughout the last
Tsinghua Univ., China
3 years, with a minimal rank variance.
EPFL, Switzerland
While the institutes ranked between 11 and
Harvard Univ., USA
20 saw small interchanges in their rankings
due to the high competitiveness. Employing Georgia Institute of Technology, USA
this methodology, we have arrived at the Univ. of Tokyo, Japan
following 12 universities (between 17-30 in Hong Kong Univ. of Science and
the lowest 3-year rank summation metric). Technology
Delft Univ. of Technology, Netherland
KAIST, Korea
Carnigie Mellon Univ., USA

Page 5
Parameters and Targets
After a brief discussion with our eminent
faculty, we listed out a few opportunities
that can take our institute at par with our
national and global competitors. The
following parameters would be
instrumental in paving our way to the list of
Top 20 Engineering institutes in the world
and hence we have derived short, mid and
long term targets for these parameters.
R and D funding[12][13][14][15]
With a present funding of INR 173 cr,
we have used IIT Kanpur as a shot term
benchmark, and set a short term target
of INR 280 cr. Taking UNSW and MIT
as the respective mid and long term
benchmarks, we set the targets to INR
500 cr and INR 1000 cr respectively.
International MoUs[6][16]
With 102 MOUs presently, we have
used IIT Madras as our mid term
benchmark, arriving at a target of 200
MOUs. Based on the growth required,
the short and long term targets were set
as 140 and 300 respectively.
Fig.6: Parameters and Metrics
Students in International Conferences
The academic year 2014-15, 300
research scholars presented papers in
international conferences, while IIT
Bombay, saw a participation of 550
such students, through which we
arrived at a short term target of funding
450 students. Based on growth
calculations, 600 and 800 as the mid
and long term targets.[2][17]
International Recruiters
The short, mid and long term targets set
for this parameter are 15,23 and 35
respectively.
International Faculty[18]
IIT Kharagpur presently has 15
international faculty. Using
international faculty per student as the
basis for our calculation, the short, mid
and long term targets, on the basis of the
data collected from the benchmarked
universities, are set as 60, 150 and 300
respectively. [Appendix A and B]
Page 6
Themes and Key Initiatives
Keeping the above targets in mind, we have
categorised our proposed initiatives into 4
major themes as listed below: [16][18]
a) Improving Academic Reputation
b) Enhancing Employer Reputation
c) Research Excellence
d) Academic Flexibility and
Organisational Restructuring
A) Improving Academic Reputation
Academic reputation is the intellectual
property perception of the brand, and the
proof point for students, faculty and
investors and shareholders. Academic
reputation index has become the
centerpiece of evaluation for many
academic rankings, and acts as a source of
product differentiation and quality. To
improvise the present status of IIT
Kharagpur, initiatives have been proposed
in the following areas.
Fig. 7: QS Academic Reputation Scores
(i) International Exposure
Analysis of the universities with
exceptional growth rates showed that they
saw significant improvements in their
student exchange policies, thus increasing
their academic reputation and recognition
internationally. Most of the top 20
universities have more than 200 MoUs with
international organizations and universities.
IIT Kharagpur has MOUs with around 100
international organisations with over 330
students participated in international
conferences. Examining the status of the
peer institutes, IIT Madras signed over 50
new MoUs, during 2014-15, taking the total
number to 199 which resulted in a 40%
increase in the number of students electing
to take up studyabroad programs and
research visits.
To achieve by 2019:
1. Sign more MoUs with international
organisations
2. Organisation of short duration
research workshops with the
support of foreign universities, to
introduce students to research
related activities.
3. To increase awareness about the
exisiting insitution policies like Shri
Gopa Rajgarhia International
Program, DAAD and WMG.
4. Initiating Joint Ph.D programs with
partner universities in India and
abroad.
To achieve by 2023:
1. Increase in intake of international
faculty and students in both UG and
PG courses.
2. Collabration with international
institutes/organisations to set up
research and innovation centres
which would help bringing
university technologies to market.
Page 7
To achieve by 2023:
Attaining membership of global university
networks such as Universitas 21,
International Alliance of Research
Universities.
(ii) International Summer and Winter Term
IIT Kharagpurs prestigious project of
ISWT, started in 2014, is aimed at
transfering knowledge and experience from
reputed International faculty through
intensive study of subjects and personal
interactions. In year 2014-2015, 27 courses
were successfully delivered, each of an
average duration of 2 weeks, with a
judicious blend of lectures and tutorials
which saw the participation of 906 students.
Theres a huge scope for improvement in
this initiative with the short term proposals
for increasing the number of international
faculty and addition of extra components to
the courses. For example, the Summer
School of National University of Seoul
provides practical exposure by including
field trips along with the course, which
involves cultural trips.
In the logn run, the aim should be to
increase the number of courses, a projection
of 150 courses based on median
calculations from the data of other
universities, and increase the intake of
students. [5][20][Appendix C]
(iii) Massive Open Online Courses
(MOOC)
Top tier Institutions like MIT and Harvard
have developed Massive Open Online
Courses (MOOCs) which they share on
websites like EdX, Coursera, and Udemy
etc.. They utilise these to share the expertise
of their faculty with students all over the
world. These courses serve to further
strengthen their brand value as top tier
institutes, which impart quality education.
Coursera offers 1,563 courses from 140
partners across 28 countries and has over
5.2 million registered students. EdX and
Udemy also cite around 5 million registered
students each. The IITs have setup NPTEL,
which is a collection of video lecture
courses on many of the major engineering
topics. While this video lecture library has
very good courses, explained in detail, their
reach is virtually restricted to the Indian
Subcontinent. They are unable to compete
with the MOOCs offered online, in spite of
them having better courses in some
subjects. NPTEL currently has 921 courses
in various disciplines.
IIT Bombay decided to associate with EdX,
to release MOOCs on their website
IIT Kharagpur should set up MOOCs along
the same lines, collaborating with
internationally recognized sites such as
EdX, Coursera or Udemy.
(iv) Web Presence
Webometrics Ranking of World
Universities" is an initiative of the
Cybermetrics Lab, a research group
belonging to the Consejo Superior de
Investigaciones Cientficas (CSIC), which
aims to promote Web publication.
Supporting Open Access initiatives,
electronic access to scientific publications
and to other academic materials are their
primary targets. To quote an article from
their site, If the web performance of an
Page 8
institution is below the expected position
according to their academic excellence,
university authorities should reconsider
their web policy, promoting substantial
increases of the volume and quality of their
electronic publications.
Fig. 8: Webometrics IIT Kharagpur Scores
IIT Kharagpur is currently on 6th position
in the Webometric rankings in India. We
are particularly weak in web presence,
impact and openness. These rankings are
compiled from reliable prestigious open
data sources.
Thus to improve the web presence, IIT
Kharagpur needs to improve the
accessibility of research publications by
ensuring proper e-documentation of all the
research work done by the academic
community. Also the sites of different
departments and faculty of the institute
needs to be updated regularly.
B) Enhancing Employer Reputation
The QS study finds that among a list of nine
rankings indicators presented to students
some currently included in the QS rankings
and some not the indicators that matter
most relate to employment. Half (50%) of
responding students chose employer
reputation as most important and 47%
chose employment rate. To enhance IIT
Kharagpurs employer reputation.
Fig. 9: QS Employer Reputation Scores
(i) Soft Skills
According to QS rankings global employer
survey, communication skills were the most
sought after skills employers wanted in
their employees. IIT KGP presently has an
English course for first years that aims at
improving the communication skills of the
students. The entrance exam JEE Advanced
can also be written in Hindi (around 15% of
the total student opt for a Hindi Question
Paper) and yet the institute does not have
separate introductory English course for
these students. [Appendix D and E]
To achieve by 2019:
1) Focus, in the 1st year English course
offered, should be shifted to
improving grammar than literature.
2) Collaborating with organizations
like British Council to conduct
workshops focused on conversation
skills, written and spoken fluency.
(ii) Internships[6][21]
Besides getting a foot in the door with a
potential employer, internships also looks
good on a rsum. According to a survey
conducted by NACE The primary focus of
most employers(70.9%) internship
Page 9
program is to convert students into full-
time, entry-level employees. Increase in
the number of internships implies a
potential increase in the number of pre
placement offers to be offered. Since
employers offer PPOs only to interns they
are satisfied with, increase in the number of
internships increases the Employer
Reputation Score.
Although it is compulsory for 3rd year and
4th year(Dual Degree and Integrated M.Sc
students) to undergo an internship in the
summer vacation, only 379 students out of
1201 were offered internships through the
Career Development Cell (CDC) of IIT
Kharagpur.
To achieve by 2019:
courses in the departments. Enabling the
curiculum to accommodate increased
number of such kind of courses would be a
key initiative in this aspect.
(iv) International Recruiters
Expanding overseas employer network
plays a key role in improving the employer
reputation of an university, owing to the
weightage given to the voice of the
international survey respondents in the
rankings. It also provides an opportunity for
internstional industrial collabration which
directly improves the academic repuation
and research index.

1) To invite more companies (both

core and non-core) for internships
2) To conduct workshops and
seminars for 2nd year students to
help them gear up for the internship
season.
3) Professors can recommend
meritorious students to the Fig. 10: Placement Profiles, IIT KGP
industries with which have
collaboration with the institute,
which also improves the number of
core internships offered.
Currently, 7 international recruiters take
part in the on-campus recruitment program
at IIT Kharagpur while the IIT Bombay has
(iii) Placement Specific Courses
an upper hand with 15 such recruiters.
Currently, IIT Kharagpur has one of the Hence, the focus should be on inviting the
best employment statistics in India. A large companies like Sony Japan, Bain and
portion of these companies fall under the Company etc, which recruit from other
non core sector as shown in the figure IITs. In the long run, the goal should be to
below. Analysing the offered subjects, we increase the overseas recruiters
found out that the curiculum has few proportionally to the domestic
courses related to this field, to keep the organisations and retain them.
students placement ready, incase they
decide to opt for non-core profiles. The
same goes in case of industry oriented

Page 10
(iv) Exposure to New Technologies[22] C) Research Excellence
Change is the only constant, with so To support a large research program, a
many new technologies being invented it is considerable augmentation of research
important that we update ourselves time to infrastructure at IIT-Kharagpur is needed.
time. Industrial exposure not only ignites Further, such a research environment
the spark of innovation in students but also should be broad based, covering several
has a direct impact on employer reputation. aspects of research, such as research to push
Although the institute has collaborated with the frontiers of knowledge, research to
a few industries recently, it has failed to use address the challenges in low cost product
the full potential of these collaborations. development, as well as research to meet
They mostly are limited to sponsored the needs of national technology
projects and very few students gain benefits development. The following were the main
out of it. sectors identified in this aspect.
A key intiative in this aspect would be
inviting companies for conferences and
workshop to showcase their technical
expertise, R&D, and working environment.
At IIT Bombay, reputed organisations like
Eaton, Huawei Technologies, Philips etc
have visited sto showcased their tech and
working during the Techfest. Similarly, at
the School of Finance, Univeristy of
California, Berkeley, weekly financial
practice seminars are organised featuring a
diverse slate of finance practitioners with
real world industry experience.

Fig. 11: IIT Kharagpur Research at Glance

Page 11
(i) R&D Funding
To achieve by 2019:
ince the IITs were taken as the short term
benchmarks, IIT Kharagpur has to achieve
a CAGR of 12.4% to achieve the mean
funding of IITs placed above it.
Fig. 12 R&D Funding of IITs(in Rs. Cr)
To achieve by 2023:
Analysing the data of our medium term
benchmarks shows that IIT Kharagpur is
way behind its medium term peers in terms
of research grants it receives. The CAGR
target for IIT Kharagpur is derived to be
14% to reach the lower funding limit of
given mid-term benchmark university and
well-alligned with short-term CAGR target.
Fig.13: R&D Funding of Mid Term
Benchmarks (in Rs. Cr)
To achieve by 2030:
The research fund of the long term
benchmarks is in the order of 1000 crores.
Thus the CAGR is calculated to be 13.7%
to get at par with lower limit of given
benchmark institues and is well corelated
with CAGR of previous two timelines.
Fig. 14: R&D Funding of Long-Term
benchmarks (in Rs. Cr)
Thus, the research has led to the conclusion
that the funding magnitude in order to
compete with big players of QS can be
achieved if funding growth can be achieved
at an average at CAGR OF above 20%.
IIT Kharagpur at present gets its funding
through the combination of following
sources i.e. sponsored research, endowment
interest funding, tuition fee, MHRD grant
and alumni contributions.
The following proposals are suggested by
the team
Endowment fund is only utilized
through the interest generated by it and
is aimed to reach 4000 crores by the
institute. Thus it is only reasonable to
establish the new collaborations to
supplement the endowment fund.
The sponsored research and alumni
contributions should be uplifted to be a
major source of funding.
The supplementary source is proposed
to be the income extracted from
intellectual property and investing the
stake in the potential startups which
have initiated from the institutes.
Page 12
(ii) Research Incentives[24]
IIT Kharagpur is significantly expanding
the Faculty Research Initiation Grant.
According to a recent proposal, the institute
shall provide up to Rs. 25 Lakhs to newly
joined faculty members to acquire
equipment and infrastructure pertinent to
their research with an additional amount of
Rs. 3.0 lakh for consumables, contingency
etc. This can be supplemented by
introduction of subventing grants to assist
faculty authors in the publication of
scholarly books. Frequently, university and
other scholarly presses demand that authors
provide funds to underwrite the publication
of scholarly monographs and books.
Subvention awards provide financial
assistance to faculty members when
departments and deans are unable to
provide needed support.
(iii) Inter-departmental Student Projects
Presently, inter-departmental B.Tech
Projects are allowed, after a tedious
approval process, but the final thesis is
reviewed by the professors orginating from
the students department, which renders the
entire concept worthless. The approval and
review process can be made student
friendly which encourages cross-domain
research. In addition to this, a mentorship
programme can be modelled based on the
UCB Connect Programme, wherein a
mentor is paired with a set of undergraduate
students based upon their areas of research
interests. This model promotes smooth and
guided career growth. [23]
(iv) Annual Journal for Ongoing Research
Throw a picture of the current research and
faculty involved in it, to both internal and
external audience. Almost all of the top
universities, including our peer institutes,
such IIT Madras, have a well defined
annual research reportwhich is available on
their website. Such kind of journal, if
published, would improve intra, inter-
departmental international collabration
between the research groups.
(v) E-Library [2][25]
Digital libraries are means of easily and
rapidly accessing books and archives. IIT
Kharagpurs International Digital
Repository (IDR) captures data in any
format in text, video, audio, and data. It
distributes it over the web. IDR allows
access to Ph.D thesis.
With a grant of INR 40 crore, from MHRD,
IIT Kharagpur has initiated a National
Digital Library which will harvest metadata
and contents from all the IDR of
Universities and Institutions and index
them in the National Digital Library Server.
In addition to increasing the strength of the
e-library, to match those of the top
universities, IIT Kharagpur can help
students with e-publishing and digital
curation, a feature currently employed by
ETH Zurich. In the long run, thesis authors
should be encouraged to publish in Open
Access by providing a subsidy. It increases
the readership of the articles, with a faster
discovery rate, than by publishing articles
behind a subscription wall. Increased
readership lead to increase in number of
citations and more offers of collabration.
Page 13
D) Organisational Restructuring
The structure in IIT-Kharagpur actually has
over 50 personnel reporting directly to the
Director. This burdens the Directors in the
IIT system with a lot of internal
administrative load as a result of which the
Director is not be left with sufficient time to
focus on fund mobilization, alumni and
external relations.
The organization structure needs to be re-
vitalized to reduce the administrative
pressure on the Director and devolve
authority to the deputy/assistant director(s)
and deans , so that the director can largely
focuses on external linkages.
To be achieved by 2019
The Directors office could have 3
Deputy Directors responsible for
specific aspects e.g. academics,
administration, institute- development.
Functionally, this office would have
reporters of the Registrar and CFO
office
The overall finance role is to be headed
by a professional in the role of the Chief
Finance Officer. The functionality will
be accounts, funds management and
budgeting and shall be linked to the
Deputy Registrar (F&A).
Fig. 15 Proposed Organisational
Structure
The IT office shall be held by a
professional, connected functionally to
the Dean (Administration) and Dean
(Planning). The primary role of this
office shall be the maintenance and
upgrading of the campus wide IT based
communication facilities and ERP. The
ideal system would be to build a
paperless system starting with the
Director's office which will also help
reduce the workload in tracking files.
The operations section is to be headed
by a professional in the role of the Chief
operating Officer. This office shall act
as the nodal point for the operations of
the institute as well as municipality of
the campus. This office shall also be
linked functionally to the Dean
(planning) and to be supported by the
officers for engineering, fire & safety,
land & building. This shall also be
linked in communications to the Dean
(Student Affairs) and the Students
Gymkhana.
At the University of California, Berkeley,
the Chancellor is the head of the university
and is supported for admin duties, by the
Executive VP. The Executive VP is
supported in his role by the VCs in charge
of admin, student affairs and campus
facilities.
Page 14
Conclusion
Each and every proposal mentioned in this
report was strategically, technically and
financially analysed, considering the
constraints of money, human resource and
time, which was pivotal enough in
benchmarking the institutes while setting
the targets for different proposals. A sum of
total 30 universities were thoroughly
studied in the process and benchmarked on
the basis of being best in the domestic arena
(Short term targets), being able to pull off a
subtle growth in the recent years (Mid-term
targets) and being able to perform
immaculately among top peer universities
(Long-term targets). The beauty of the
present case study solution is its ability to
perform a check whether IIT Kharagpur is
heading in right direction with the right
pace or not. Moreover it also provides us
with the flexibility to make small changes
as and when required to achieve its vision
2020. Following these proposals IIT
Kharagpur will surely be able to make its
vision 2020 a dream come true and remain
dedicated towards the service of the nation.

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APPENDIX A: Explaining the Targets

R & D Funding
IIT Kharagpur presently receives a funding of INR 175 crores, while on the other hand IIT
Kanpur receives 340 crores. Since it is not realistic to double the figures in three years, the short
term target was calculated on the basis of growth required to reach our mid-term target which
is INR 500 crores, which is the lowest funding received among the universities which were
chosen for mid-term benchmarking. The long term target was set as 1200 using a similar
methodology and the corresponding CAGRs were calculated.

International Recruiters
2014-15 saw around 8 international recruiters visiting IIT Kharagpur for placement session,
while around 12 international recruiters visited IIT Bombay. Since International recruiters have
greater weightage in the calculation of employer reputation score it is important to increase the
number of international recruiters to 15 by 2019 which is set considering IIT B as our short
term benchmark and accounting for their growth as well. For mid-term and long term 22 and
30 have been set as the targets, assuming uniform growth.

International Faculty
International faculty has a direct impact on the overall score calculated by the QS ranking
system. Presently IIT Kharagpur has 15 international faculty. The mid-term and long term
targets were set considering the median term for the medium term and 25th percentile for the
long term of the international faculty/student ratio of the benchmark universities and then
multiplying them with the number of students in IIT Kharagpur. This was then rounded off to
a higher number keeping in mind that there will be an increase in the strength of IIT Kharagpur.

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Long-Term Targets

Medium-Term Targets

Students Participating in international conferences

Last year around 300 research scholars from IIT Kharagpur presented papers in international
conferences while IIT B had more than 550 participants from its student community. Short term
target has been set at 450, which is the second best among IITs on a similar growth basis. Taking
into account the PhD student strength in the institute, the mid-term and long term targets have
been set as 600 and 800 respectively.

International MoUs
IIT Kharagpur presently has around 100 MoUs, while IIT Madras leads the IITs in this area
with the number nearing 200.Achieving such growth is unrealistic in a mere 3 years. Hence the
mid term target is set as 200 and based on the growth required 140 was set as short term target.
The long term targets was set us 300 based on the data collected from benchmark universities.

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APPENDIX B: Calculation of Compound Annual Growth Rate

= ( )1

APPENDIX C: Number of Courses at ISWT

In the long term we have to reach the target of around 160 courses which is the median of
courses of topmost universities like Harvard, Seoul, Stanford and University of Oxford.
For achieving the target of 160 courses we have to increase around 12 courses each year.

Number of Courses
400
300
200
100
0
IIT Kgp SEOUL University Nanyang Harvard Stanford
of Oxford

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APPENDIX D: Students who appear for JEE Advanced in Hindi -
STATISTICS

On an average 15% of the students registered opt to write the question paper in Hindi and
around 7% of students who attended counselling wrote the question paper in Hindi.
Surprisingly, the percentage of such students, are increasing every year.

APPENDIX E: Soft Skills Semester Wise Break up of Courses

Semester 1: English-Basic Communication Skills Spoken Language
Semester 2: English Basic Writing and Grammar Written
Semester 3: Resume Building Writing E-mails
Semester 4: Problem Solving Aptitude
Semester 5: Group Discussion and Personal Interview
Semester 6: Professional Ethics

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APPENDIX F: Benchmarking

Page 21
References:
[1] QS World University Rankings by Faculty- Methodology
http://www.iu.qs.com/university-rankings/qs-wur-by-faculty/
[2] IIT Kharagpur Annual Report
https://www.iitsystem.ac.in/Annualreports-upload/9bd026e3e2.pdf
[3] Official website of IIT Kharagpur
http://www.iitkgp.ac.in
[4] Angel.co, List of IIT Kharagpur startups
https://angel.co/indian-institute-of-technology-kharagpur/alumni
[5] ISWT Course Brochure
http://www.isibang.ac.in/~bsdsagar/ISWT_Courses.pdf
[6] IIT Kharagpur Career Development Center
http://www.cdc.iitkgp.ernet.in/
[7] Vision 20-20, A transforming initiative for IIT Kharagpur
http://www.iitfoundation.org/docs/2012/2012_iit_kharagpur_vision_20_20_report.pdf
[8] Oxford University Press
http://www.oxfordjournals.org/en/
[9] Soft Skills Courses, Imperial College of London
https://www.imperial.ac.uk/chemistry/undergraduate/employability/
Oxford Soft Skills courses, College website:
https://www.ox.ac.uk/students/academic/guidance/skills/language?wssl=1
[10] Bits Pilani funding, Economic times article
http://articles.economictimes.indiatimes.com/2013-01-01/news/36094246_1_bits-pilani-birla-
institute-bijendra-nath-jain
Bits Goa Annual Report
https://issuu.com/bitsaa/docs/bitsaa_annual_report_2014
[11] QS World University Rankings by Faculty 2014 - Engineering and Technology
http://www.topuniversities.com/university-rankings/faculty-rankings/engineering-and-
technology/2014#sorting=rank+region=+country=+faculty=+stars=false+search=
[12] IIT Kharagpur, Alumni Report
https://iitkgp.org/annual-report-2015/

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[13] IIT Kanpur Annual Report
https://www.iitsystem.ac.in/Annualreports-upload/b86db19b1b3ec9383dc2690.pdf
[14] MIT Funding, College Website:
http://web.mit.edu/facts/financial.html
[15] UNSW funding, 2014 Annual Report:
https://www.fin.unsw.edu.au/files/cfoann/UNSW_2014_Annual_Report.pdf
[16] IIT Madras Exchange Programs
https://www.iitm.ac.in/exchangeprogrammes
[17] IIT Bombay, Annual Report
https://www.iitsystem.ac.in/Annualreports-upload/4df7778a38a06.pdf
[18] QS Rankings University Profile: IIT Kharagpur
http://www.topuniversities.com/universities/indian-institute-technology-
kharagpur/undergrad
[19] QS Rankings
http://www.topuniversities.com/university-rankings/faculty-rankings/engineering-and-
technology/2015#sorting=rank+region=+country=+faculty=+stars=false+search=
[20] Seoul National University, Summer School
http://www.useoul.edu/apply/summer
[21] Internship-co-op-survey by National Association of Colleges and Employers (NACE)
https://www.naceweb.org/uploadedFiles/Content/static-assets/downloads/executive-
summary/2015-internship-co-op-survey-executive-summary.pdf
[22] IIT Bombay Directors Report
http://www.cdeep.iitb.ac.in/convocation/For%20PDF%20Director%20Report%20%202015
.pdf
[23] UCB Connect Program
http://admissions.berkeley.edu/research
[24] Economic Times article: IITs go extra mile
http://articles.economictimes.indiatimes.com/2013-10-11/news/42942432_1_faculty-iits-
crore
[25] Digital Library ETH Zurich
http://www.library.ethz.ch/en/Resources/Digital-library

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