Dr Ashneet Kaur
That question runs through my work with leaders, HR teams and boards. I help organisations answer it in three ways: advice on people strategy, programmes built for a particular room, and governance as an independent director of a listed public-sector company.
My path runs through commerce, consulting, two start-ups and organisational behaviour, and each one changed how I look at the systems people work inside.
Teaching at SPJIMR and ISB, consulting for Bosch, HURL, ICAI and Atos, and a seat on the PUNCOM board keep the research tied to decisions organisations actually have to make.
IIM Ahmedabad
PhD in HRM
Delhi School of Economics
M.Com
SRCC, University of Delhi
B.Com (Hons)
The Wharton School
Global Faculty Development Program, 2025
Indian School of Business
Faculty, HR-OB
SPJIMR
Assistant Professor, 2023 to 2026
University of Pécs, Hungary
Visiting faculty
Great Lakes Institute of Management
Visiting faculty
Masters' Union
Visiting faculty
Academy of Management
Best Paper Award, 2023
SHRM
Senior Certified Professional
PUNCOM, Government of Punjab
Independent Director
McKinsey & Company
Research Analyst, Strategy Analytics
Deloitte USI
Analyst and Internal Auditor
Atos Global
HR retention strategy, UK, France and India
Bosch India
Strategic consulting
HURL
Leadership and HRM systems consulting
ICAI
Systems-based consulting
PUNCOM
Board of Directors
Blind People Association
Design thinking lecture, at IIM Ahmedabad
K.R. Mangalam University
Lecture on research impact
Each one is drawn from my research statement and the papers filed under it.
What AI-driven systems do to privacy, trust and engagement inside organisations.
2 publications
How people systems and culture connect with an organisation’s environmental goals.
2 publications
Unfairness, bullying, gossip and loneliness, and what they mean for the people who live with them.
4 publications
Women’s career engagement in India, and what helps people settle into an international assignment.
3 publications
Agility, autonomy and trust in young firms, and how leadership and competition shape organisations.
6 publications
Depth of engagement
Programmes for managers and senior leaders in banking, technology, manufacturing, consulting, energy and more.
3,000+
Executives taught
Managers and senior leaders across open and custom programmes
20+
Executive programmes
Designed and delivered for corporates and institutions
4.5+
Average participant rating
Out of 5, across programme feedback
120+
Organisations represented
From SBI and Goldman Sachs to L&T, ONGC and EY
Organisations I have worked with
Sectors participants come from
6 of the 10 peer-reviewed papers, each described by what it examines.
Communications of the Association for Information Systems, 2024ABDC A
What happens to employees' privacy when AI systems watch how they work, and where the ethical lines around that monitoring sit.
Organization & Environment, 2024ABDC A
How a company culture shapes whether its green HR practices actually change its environmental performance, or stay on paper.
Asia Pacific Journal of Management, 2026ABDC A
The layered barriers, some written down and most not, that shape how women build careers in India.
International Journal of Conflict Management, 2026ABDC A
What happens inside teams when people feel treated unfairly: what they stop sharing, and what it does to them.
Evidence-based HRM, 2026ABDC B
What makes teams in young companies able to move fast, and how much of it comes down to autonomy and trust in the founder.
Journal of Global Mobility, 2024ABDC B
What role being seen as credible plays in how quickly someone sent abroad settles in and gets accepted by colleagues.
Service to the field
From two ventures and strategy work to a doctorate, faculty roles and a board seat.
April 2026 to present
Punjab Communications Limited (PUNCOM), Government of Punjab
Current
Indian School of Business
September to November 2025
University of Pécs, Hungary
March to April 2025
Great Lakes Institute of Management and Research, Chennai
April 2023 to March 2026
SP Jain Institute of Management and Research (SPJIMR), Mumbai
February to April 2022
Masters Union School of Business, Gurgaon
April to May 2019
Atos Global, Paris, France and Pune, India
December 2017 to March 2018
Bharti College, University of Delhi
February 2016 to May 2018
McKinsey & Company, Gurgaon
July 2015 to February 2016
Deloitte USI, Gurgaon
July 2013 to July 2015
College Ki Knowledge; Start-up Pal
Degree, executive and doctoral teaching at SPJIMR, visiting appointments in Hungary and India, and courses of my own design.
8
Degree and executive programmes
PGEMP, PGPM, PGPDM, PGDM, PGDM-Online, SYB, GMP, FPM.
4
Customised MDP themes
Team leadership, collaboration and emotional intelligence; Design thinking and innovation; Artificial Intelligence and Human Resource Management; Stress and time management, strategic people systems, leadership development.
3
Co-designed electives
Netflix & Learn; Pitch to Boardroom; Resilience and Turnaround.
50
Inclusive design thinking
A design thinking lecture for fifty women, October 2022.
Pedagogy
My courses turn OB and HR concepts into reflective, practical learning, using cinema-based leadership education alongside design thinking, rapid prototyping and gamified teaching tools.
Elective, co-designed
Integrates cinematic storytelling with leadership theories, enabling reflective and critical insight into leadership dynamics.
Also taught as a visiting course on the PGPM at Great Lakes Institute of Management, Chennai, in 2025.
Newly co-designed at SPJIMR, 2024
Extracts strategic management and teamwork lessons from Indian cricket scenarios.
Elective, co-designed
Turnaround stories and resilience strategies from prominent Indian figures and companies.
Peer review is a hard audience. So is a lecture hall at the end of a long day.
6
Academy of Management
Virtual, Seattle, Boston, Chicago, Copenhagen and Philadelphia. The Boston paper won the HR Division Best Paper Award.
2
European platforms
The EGOS Colloquium in Vienna (2022) and Cagliari (2023); the European Academy of Management at Trinity Business School, Dublin (2023).
4.44/5
Invited lecture
A two-hour online lecture for K.R. Mangalam University, with more than 100 participants.
2023
USA
Knoxville, June 2023.
They show up as an attrition figure, a tool nobody trusts, a team that hits targets and still doesn't work together. So each engagement starts with diagnosis, draws on research, and ends with choices a leadership team can act on.
Advisory
Retention, leadership systems, learning-organisation and inclusion design, and governance at board level.
Executive development
Leadership, high-performing teams, emotional intelligence, design thinking and AI in HR, for corporates, government and the social sector.
AI and work
Privacy, fairness and trust once algorithms start making decisions about people.
Speaking
Keynotes, masterclasses and lectures on leadership, AI and HR, sustainable HRM and leadership through cinema.
From emails sent after sessions and from end-of-course feedback, quoted as written.
“I would like to express my sincere thanks to the ISB team for organising the session by Prof. Ashneet Kaur. It was not only insightful and timely, but also deeply relevant in today’s evolving business environment.
For someone like me, with over 25 years of global experience, the session offered a valuable opportunity to reflect on familiar business challenges through a fresh and contemporary lens. Prof. Kaur’s perspectives connected strongly with the realities of leadership, decision-making, and transformation.
Please convey my warm appreciation and gratitude to Prof. Kaur for sharing her knowledge so generously. The session was meaningful, thought-provoking, and personally enriching, and we look forward to many more such engaging interactions with ISB in the future.”
“Dr Ashneet Kaur was one of best faculty we interacted with this time. Her teaching style is unique and she keeps the class alive. We got to discuss real cases scenarios from our Organizations and discovered a different perspective on leadership styles.”
“Thank you once again for leading us through such a thought provoking and timely session. Looking forward to working with you again.”
“Leadership explained well through case study. Type of leadership, leading through paradoxes are some of the aspects that I felt very useful in our work place.”
“A very innovative and interactive approach to keep the class engaged. Really liked the managerial style class work activity.”
“She has a knack of getting attention in the class and getting class involved.”
Subjective concept were aptly explained through case studies.
Teaching style and course outline is very good.
Good engagement in class.
Subjective concept were aptly explained through case studies.
Teaching style and course outline is very good.
Good engagement in class.
Subjective concept were aptly explained through case studies.
Teaching style and course outline is very good.
Good engagement in class.
Bring the problem rather than a format: the context, what is at stake, and who has to live with the outcome. The right kind of engagement usually becomes obvious from there.